Developmentadministrationchapter1dan2 120302024231-phpapp01

Prof. Ginandjar Kartasasmita
Program Doktor Bidang Ilmu Sosial
Universitas Pasundan
Bandung
2012

 PUBLIC ADMINISTRATION IS A SPECIES
BELONGING TO THE GENUS
ADMINISTRATION, WHICH GENUS IN TURN
BELONGS TO A FAMILY WHICH WE MAY
CALL COOPERATIVE HUMAN ACTION
(WALDO, 1955)
 PUBLIC ADMINISTRATION IS A SPECIES
BELONGING TO THE GENUS
ADMINISTRATION, WHICH GENUS IN TURN
BELONGS TO A FAMILY WHICH WE MAY
CALL COOPERATIVE HUMAN ACTION
(WALDO, 1955)
www.ginandjar.com 2S3-Unpas_2012

LAW
ECONOMICSSOCIOLOGY
ADMINISTRATION
PSYCHOLOGY
BUSINESS
PHILOSOPHY
POLITICS

Program Doktor Bidang Ilmu Sosial
Universitas Pasundan
Bandung
2012

 ADMINISTRATION IS A TYPE OF
COOPERATIVE HUMAN EFFORT THAT HAS
A HIGH DEGREE OF RATIONALITY
 HUMAN ACTION IS COOPERATIVE IF IT
HAS EFFECTS THAT WOULD BE ABSENT IF
THE COOPERATION DID NOT TAKE PLACE
(WALDO, 1955)
 ADMINISTRATION IS A TYPE OF
COOPERATIVE HUMAN EFFORT THAT HAS
A HIGH DEGREE OF RATIONALITY
 HUMAN ACTION IS COOPERATIVE IF IT
HAS EFFECTS THAT WOULD BE ABSENT IF
THE COOPERATION DID NOT TAKE PLACE
(WALDO, 1955)

 THE SIGNIFICANCE OF HIGH DEGREE OF
RATIONALITY LIES IN THE FACT THAT
HUMAN COOPERATION VARIES IN
EFFECTIVENESS OF GOAL ATTAINMENT,
WHETHER WE THINK IN TERMS OF
FORMAL GOALS, THE GOALS OF LEADERS,
OR OF ALL WHO COOPERATE
(WALDO, 1955)
WHAT IS ADMINISTRATION?
 THE SIGNIFICANCE OF HIGH DEGREE OF
RATIONALITY LIES IN THE FACT THAT
HUMAN COOPERATION VARIES IN
EFFECTIVENESS OF GOAL ATTAINMENT,
WHETHER WE THINK IN TERMS OF
FORMAL GOALS, THE GOALS OF LEADERS,
OR OF ALL WHO COOPERATE
(WALDO, 1955)

 ADMINISTRATION IS A PLANNED
APPROACH TO THE SOLVING OF ALL
KINDS OF PROBLEMS IN ALMOST EVERY
INDIVIDUAL OR GROUP ACTIVITY, BOTH
PUBLIC AND PRIVATE
(DIMOCK, DIMOCK, AND KOENIG, 1960)
 ADMINISTRATION IS A PLANNED
APPROACH TO THE SOLVING OF ALL
KINDS OF PROBLEMS IN ALMOST EVERY
INDIVIDUAL OR GROUP ACTIVITY, BOTH
PUBLIC AND PRIVATE
(DIMOCK, DIMOCK, AND KOENIG, 1960)

 IN ITS BROADEST SENSE ADMINISTRATION
CAN BE DEFINED AS THE ACTIVITIES OF
GROUPS COOPERATING TO ACCOMPLISH
COMMON GOALS
(SIMON, 1991)
 IN ITS BROADEST SENSE ADMINISTRATION
CAN BE DEFINED AS THE ACTIVITIES OF
GROUPS COOPERATING TO ACCOMPLISH
COMMON GOALS
(SIMON, 1991)

DECIDE TO
BUY
LOTTERIES
FAMILY HAVE SOME
MONEY
RESULTS
WIN LOSE
RICHER OR
BETTER LIFE
POORER OR
WORSE LIFE

ILLUSTRATION…
DECIDE TO USE THE
MONEY AS CAPITAL
TO ESTABLISH A
SHOP
HAVE SOME
MONEY
FAMILY
WORKING
TOGETHER IN
THE OPERATION
OF THE SHOP
RESULTS
SUCCESFUL FAILURE
BETTER LIFE FIND WAYS TO
START AGAIN

THE STUDY OF ADMINISTRATION IS CONCERNED WITH
QUESTIONS SUCH AS:
1. HOW THE METHOD WAS CHOOSEN,
2. HOW THE MEN (OR WOMEN) WERE SELECTED AND
INDUCED TO COOPERATE IN CARRYING OUT SUCH A TASK,
3. HOW THE TASK WAS DIVIDED BETWEEN THEM,
4. HOW EACH ONE LEARNED WHAT HIS PARTICULAR JOB WAS
IN THE TOTAL PATTERN,
5. HOW HE LEARNED TO PERFORM IT,
6. HOW HIS EFFORTS ARE COORDINATED WITH THE EFFORTS
OF THE OTHER
(SIMON, 1991)
THE STUDY OF ADMINISTRATION IS CONCERNED WITH
QUESTIONS SUCH AS:
1. HOW THE METHOD WAS CHOOSEN,
2. HOW THE MEN (OR WOMEN) WERE SELECTED AND
INDUCED TO COOPERATE IN CARRYING OUT SUCH A TASK,
3. HOW THE TASK WAS DIVIDED BETWEEN THEM,
4. HOW EACH ONE LEARNED WHAT HIS PARTICULAR JOB WAS
IN THE TOTAL PATTERN,
5. HOW HE LEARNED TO PERFORM IT,
6. HOW HIS EFFORTS ARE COORDINATED WITH THE EFFORTS
OF THE OTHER
(SIMON, 1991)

ADMINISTRASI
DALAM ARTI
SEMPIT
TATA USAHA
URUSAN : ⇨SURAT MENYURAT
⇨KEPEGAWAIAN
⇨KEUANGAN
⇨LOGISTIK
=
STAF ADMINISTRASI
ADMINISTRASI
DALAM ARTI
SEMPIT
TATA USAHA
URUSAN : ⇨SURAT MENYURAT
⇨KEPEGAWAIAN
⇨KEUANGAN
⇨LOGISTIK

 SINCE ADMINISTRATION IS CONCERNED WITH ALL
PATTERNS OF COOPERATIVE BEHAVIOR, IT IS OBVIOUS
THAT ANY PERSON ENGAGED IN AN ACTIVITY IN
COOPERATION WITH OTHER PERSONS IS ENGAGED IN
ADMINISTRATION
 SINCE EVERYONE HAS COOPERATED WITH OTHERS
THROUGHOUT HIS LIFE, HE HAS SOME BASIC
FAMILIARITY WITH ADMINISTRATION AND SOME OF ITS
PROBLEMS
(SIMON, 1991)
 SINCE ADMINISTRATION IS CONCERNED WITH ALL
PATTERNS OF COOPERATIVE BEHAVIOR, IT IS OBVIOUS
THAT ANY PERSON ENGAGED IN AN ACTIVITY IN
COOPERATION WITH OTHER PERSONS IS ENGAGED IN
ADMINISTRATION
 SINCE EVERYONE HAS COOPERATED WITH OTHERS
THROUGHOUT HIS LIFE, HE HAS SOME BASIC
FAMILIARITY WITH ADMINISTRATION AND SOME OF ITS
PROBLEMS
(SIMON, 1991)

THE CHARACTERISTICS OF ADMINISTRATION
ARE BEST SUBSUMED UNDER THE TWO
TERMS ORGANIZATION AND MANAGEMENT
(WALDO, 1955)
ORGANIZATION AND MANAGEMENT ARE THE TWO
FACES OF THE SAME COIN.
THE CHARACTERISTICS OF ADMINISTRATION
ARE BEST SUBSUMED UNDER THE TWO
TERMS ORGANIZATION AND MANAGEMENT
(WALDO, 1955)
ORGANIZATION AND MANAGEMENT ARE THE TWO
FACES OF THE SAME COIN.

CHARACTERISTICS OF ADMINISTRATION
 ORGANIZATION IS THE ANATOMY,
MANAGEMENT THE PHYSIOLOGY, OF
ADMINISTRATION
 ORGANIZATION IS THE STRUCTURE;
MANAGEMENT IS THE FUNCTIONING
OF ADMINISTRATION
(WALDO, 1955)
 ORGANIZATION IS THE ANATOMY,
MANAGEMENT THE PHYSIOLOGY, OF
ADMINISTRATION
 ORGANIZATION IS THE STRUCTURE;
MANAGEMENT IS THE FUNCTIONING
OF ADMINISTRATION
(WALDO, 1955)

UNPAS_2009 www.ginandjar.com 18

ORGANIZATION
Directorate General
Directorate/BureauDirectorate/Bureau
Division
Section

MANAGER
MANAGEMENT
PLANNING IMPLEMENTATION CONTROLLING

 THE STRUCTURE OF AUTHORITATIVE
AND HABITUAL PERSONAL
INTERRELATIONS IN AN
ADMINISTRATIVE SYSTEM
(WALDO, 1955)
 THE STRUCTURE OF AUTHORITATIVE
AND HABITUAL PERSONAL
INTERRELATIONS IN AN
ADMINISTRATIVE SYSTEM
(WALDO, 1955)

 IN GENERAL, ORGANIZATIONAL THEORY
IS “GENERIC” IN THE SENSE THAT IT DOES
NOT MAKE DISTINCTIONS BETWEEN
PUBLIC AND PRIVATE ORGANIZATIONS
(BOZEMAN, 1987)
 IN GENERAL, ORGANIZATIONAL THEORY
IS “GENERIC” IN THE SENSE THAT IT DOES
NOT MAKE DISTINCTIONS BETWEEN
PUBLIC AND PRIVATE ORGANIZATIONS
(BOZEMAN, 1987)

1. STAFF ORGANIZATION
2. LINE ORGANIZATION
3. LINE AND STAFF ORGANIZATION
1. STAFF ORGANIZATION
2. LINE ORGANIZATION
3. LINE AND STAFF ORGANIZATION

MINISTER
ORGANIZATION
ASSISTANT
MINISTER
ASSISTANT
MINISTER
INSPECTOR
GENERAL
INSPECTORINSPECTOR
SECRETARY
GENERAL
DIRECTOR
GENERAL
DIRECTOR
GENERAL
DIRECTOR DIRECTOR BUREAUBUREAU
ASSISTANT
MINISTER
ASSISTANT
MINISTER
TECHNICAL IMPLEMENTATION UNIT
STAF
LINE

LINE AND STAFF ORGANIZATION
SALES MANAGER
MARKET FORECASTORMARKET FORECASTOR MARKET FORECASTOR
SALES PEOPLE
REGION C SALES
MANAGER
REGION B SALES
MANAGER
REGION A SALES
MANAGER
TRAINING DIRECTOR
SALES PEOPLESALES PEOPLE
MARKET FORECASTOR

 THE TERM "MANAGEMENT" APPEARED EARLY IN THE
DISCUSSION OF STATE ADMINISTRATION AS VIRTUALLY
SYNONYMOUS WITH ADMINISTRATION.
MANAGEMENT AS A DISTINCTIVE IDEA DID NOT BEGIN
TO EMERGE UNTIL THE NINETEENTH CENTURY, WITH
“EXPLICIT THEORIZING…PERHAPS MOST NOTICEABLE
IN THE US, WHICH INDUSTRIALIZED LATER AND EVEN
FASTER THAN GERMANY OR THE UK.” (POLLITT, 1990)
 THE TERM "MANAGEMENT" APPEARED EARLY IN THE
DISCUSSION OF STATE ADMINISTRATION AS VIRTUALLY
SYNONYMOUS WITH ADMINISTRATION.
MANAGEMENT AS A DISTINCTIVE IDEA DID NOT BEGIN
TO EMERGE UNTIL THE NINETEENTH CENTURY, WITH
“EXPLICIT THEORIZING…PERHAPS MOST NOTICEABLE
IN THE US, WHICH INDUSTRIALIZED LATER AND EVEN
FASTER THAN GERMANY OR THE UK.” (POLLITT, 1990)

 GETTING THINGS DONE THROUGH THE EFFORTS OF
OTHER PEOPLE (TAYLOR, 1912).
 ACTION INTENDED TO ACHIEVE RATIONAL COOPERATION
IN AN ADMINISTRATIVE SYSTEM (WALDO, 1955).
 MANAGEMENT REFERS TO THE PROCESS OF RUNNING
AN ORGANIZATION AND THE USE OF RESOURCES TO
ACCOMPLISH ITS GOALS. THE TERM ALSO REFERS TO
THOSE INDIVIDUALS WHO ARE FORMALLY AUTHORIZED
TO RUN THE ORGANIZATION (LEMAY, 2002).
 GETTING THINGS DONE THROUGH THE EFFORTS OF
OTHER PEOPLE (TAYLOR, 1912).
 ACTION INTENDED TO ACHIEVE RATIONAL COOPERATION
IN AN ADMINISTRATIVE SYSTEM (WALDO, 1955).
 MANAGEMENT REFERS TO THE PROCESS OF RUNNING
AN ORGANIZATION AND THE USE OF RESOURCES TO
ACCOMPLISH ITS GOALS. THE TERM ALSO REFERS TO
THOSE INDIVIDUALS WHO ARE FORMALLY AUTHORIZED
TO RUN THE ORGANIZATION (LEMAY, 2002).

 CLASSICAL MANAGEMENT FUNCTIONS :
 PLANNING
 ORGANIZING
 STAFFING
 DIRECTING
 COORDINATING
 REPORTING
 BUDGETING
(LUTHER GULICK AND LYNDALL URWICK, 1932)
 CLASSICAL MANAGEMENT FUNCTIONS :
 PLANNING
 ORGANIZING
 STAFFING
 DIRECTING
 COORDINATING
 REPORTING
 BUDGETING
(LUTHER GULICK AND LYNDALL URWICK, 1932)

ALTHOUGH THE SERIOUS STUDY OF LEADERSHIP IS
ONLY ABOUT 100 YEARS OLD, INTEREST IN
LEADERS AND LEADERSHIP DATES BACK
THOUSANDS OF YEARS.
IN ADDITION TO THE ENORMOUS POWER THAT
LEADERS HAVE HAD OVER THEIR PEOPLE-
LITERALLY LIFE AND DEATH-LEADERS OFTEN
ATTAINED GODLIKE STATUS THEMSELVES.
(MONTGOMERY VAN WART, 2008)
ALTHOUGH THE SERIOUS STUDY OF LEADERSHIP IS
ONLY ABOUT 100 YEARS OLD, INTEREST IN
LEADERS AND LEADERSHIP DATES BACK
THOUSANDS OF YEARS.
IN ADDITION TO THE ENORMOUS POWER THAT
LEADERS HAVE HAD OVER THEIR PEOPLE-
LITERALLY LIFE AND DEATH-LEADERS OFTEN
ATTAINED GODLIKE STATUS THEMSELVES.
(MONTGOMERY VAN WART, 2008)

TYPES OF WORK
EXECUTION POLICY NEW IDEAS
TYPESOFFOLLOWERS
EMPLOYEES MANAGERS EXECUTIVES WITH
POLICY
RESPONSIBILITIES
TRANSFORMATION
LEADERS
TYPESOFFOLLOWERS
EXECUTIVES WITH
POLICY
RESPONSIBILITIES
CONSTITUENTS COMMUNITY
LEADERS OF
VOLUNTEER
GROUPS
LEGISLATORS AND
ADVISORY BOARD
MEMBERS
LOBBYISTS AND
POLICY
ENTREPRENEURS
ADHERENTS SMALL GROUP
LEADERS
LEADERS OF SOCIAL
MOVEMENTS
PHILOSOPHICAL
ZEALOTS AND
SOCIAL TREND
SETTERS
-ibid-

MEN
ORGANIZATION
GOAL GOAL GOAL GOALS
ULTIMATEINTERMEDIATE
MATERIALS
MANAGEMENT
GOAL GOAL GOAL GOALS

 THE CLASSIC MEANING OF PUBLIC DERIVES FROM TWO
SOURCES. THE FIRST IS THE GREEK WORD PUBES, OR
"MATURITY," WHICH IN THE GREEK SENSE MEANS IN THE
BOTH PHYSICAL AND EMOTIONAL OR INTELLECTUAL
MATURITY AND EMPHASIZE MOVING FROM THE SELFISH
CONCERNS OR PERSONAL SELF-INTEREST TO SEEING
BEYOND ONE'S SELF TO UNDERSTAND THE INTEREST OF
OTHERS
 IT IMPLIES AN ABILITY TO UNDERSTAND THE
CONSEQUENCES OF ONE'S INDIVIDUAL ACTIONS ON OTHER
PEOPLE
 THE CLASSIC MEANING OF PUBLIC DERIVES FROM TWO
SOURCES. THE FIRST IS THE GREEK WORD PUBES, OR
"MATURITY," WHICH IN THE GREEK SENSE MEANS IN THE
BOTH PHYSICAL AND EMOTIONAL OR INTELLECTUAL
MATURITY AND EMPHASIZE MOVING FROM THE SELFISH
CONCERNS OR PERSONAL SELF-INTEREST TO SEEING
BEYOND ONE'S SELF TO UNDERSTAND THE INTEREST OF
OTHERS
 IT IMPLIES AN ABILITY TO UNDERSTAND THE
CONSEQUENCES OF ONE'S INDIVIDUAL ACTIONS ON OTHER
PEOPLE

 FREDERICKSON’S FIVE PERSPECTIVES OF PUBLIC IN
PUBLIC ADMINISTRATION:
1) THE PUBLIC AS INTEREST GROUPS (THE PLURALIST
PERSPECTIVE)
2) THE PUBLIC AS RATIONAL CHOOSER (THE PUBLIC CHOICE
PERSPECTIVE)
3) THE PUBLIC AS REPRESENTED (THE LEGISLATIVE
PERSPECTIVE)
4) THE PUBLIC AS CUSTOMER (THE SERVICE-PROVIDING
PERSPECTIVE)
5) THE PUBLIC AS CITIZEN
WHAT IS PUBLIC?
 FREDERICKSON’S FIVE PERSPECTIVES OF PUBLIC IN
PUBLIC ADMINISTRATION:
1) THE PUBLIC AS INTEREST GROUPS (THE PLURALIST
PERSPECTIVE)
2) THE PUBLIC AS RATIONAL CHOOSER (THE PUBLIC CHOICE
PERSPECTIVE)
3) THE PUBLIC AS REPRESENTED (THE LEGISLATIVE
PERSPECTIVE)
4) THE PUBLIC AS CUSTOMER (THE SERVICE-PROVIDING
PERSPECTIVE)
5) THE PUBLIC AS CITIZEN

 THE ORGANIZATION AND MANAGEMENT OF MEN
AND MATERIALS TO ACHIEVE THE PURPOSES OF
GOVERNMENT
 THE ART AND SCIENCE OF MANAGEMENT AS
APPLIED TO AFFAIRS OF STATE
(WALDO, 1955)
 THE ORGANIZATION AND MANAGEMENT OF MEN
AND MATERIALS TO ACHIEVE THE PURPOSES OF
GOVERNMENT
 THE ART AND SCIENCE OF MANAGEMENT AS
APPLIED TO AFFAIRS OF STATE
(WALDO, 1955)

 THE ADMINISTRATION OR MANAGEMENT OF
MATTERS WHICH HAVE PRINCIPALLY TO DO WITH THE
SOCIETY, POLITY, AND ITS SUBPARTS WHICH ARE NOT
ESSENTIALLY PRIVATE, FAMILIAL, COMMERCIAL, OR
INDIVIDUALISTIC.
 DISCIPLINED STUDY OF SUCH MATTERS.
 IN ITS SIMPLEST MEANING, PUBLIC ADMINISTRATION
HAS TO DO WITH MANAGING THE REALM OF
GOVERNMENTAL AND OTHER PUBLIC ACTIVITIES
(MARTINI, 1998)
 THE ADMINISTRATION OR MANAGEMENT OF
MATTERS WHICH HAVE PRINCIPALLY TO DO WITH THE
SOCIETY, POLITY, AND ITS SUBPARTS WHICH ARE NOT
ESSENTIALLY PRIVATE, FAMILIAL, COMMERCIAL, OR
INDIVIDUALISTIC.
 DISCIPLINED STUDY OF SUCH MATTERS.
 IN ITS SIMPLEST MEANING, PUBLIC ADMINISTRATION
HAS TO DO WITH MANAGING THE REALM OF
GOVERNMENTAL AND OTHER PUBLIC ACTIVITIES
(MARTINI, 1998)

ADMINISTRATION = GOVERNMENT
OBAMA ADMINISTRATION

OCUPATION/
PROFESSION
ACADEMIC FIELD
PUBLIC ADMINISTRATION
OCUPATION/
PROFESSION
ACADEMIC FIELD
RESEARCHTEACHING

1. ORGANIZATIONAL BEHAVIOR AND THE BEHAVIOR
OF PEOPLE IN PUBLIC ORGANIZATIONS;
2. THE TECHNOLOGY OF MANAGEMENT AND THE
INSTITUTIONS OF POLICY IMPLEMENTATION;
3. THE PUBLIC INTEREST AS IT RELATES TO INDIVIDUAL
ETHICAL CHOICE AND PUBLIC AFFAIRS.
(BAILEY, 1968)
1. ORGANIZATIONAL BEHAVIOR AND THE BEHAVIOR
OF PEOPLE IN PUBLIC ORGANIZATIONS;
2. THE TECHNOLOGY OF MANAGEMENT AND THE
INSTITUTIONS OF POLICY IMPLEMENTATION;
3. THE PUBLIC INTEREST AS IT RELATES TO INDIVIDUAL
ETHICAL CHOICE AND PUBLIC AFFAIRS.
(BAILEY, 1968)

NATIONAL
RESOURCES
ORGANIZE
II
MANAGE
PUBLIC
GOODS
SERVICES
GOAL
GOAL
GOAL
ULTIMATE
GOALS
GOAL
– NATURAL
RESOURCES
– HUMAN
RESOURCES
– RELIGION,
ETHICS
– CULTURE,
HERITAGE,
TRADITION
– EMPLOYMENT
– POVERTY
– EDUCATION
– HEALTH
– JUSTICE
– DEMOCRACY
– ENVIRONMENT
– SECURITY
– SOCIAL
JUSTICE
– INDIVIDUAL
RIGHTS
– FREEDOM

 MANAGERIAL
 POLITICAL
 LEGAL
 MANAGERIAL
 POLITICAL
 LEGAL

APPROACHES TO PUBLIC
ADMINISTRATION
PUBLIC ADMINISTRATION IS GEARED
TOWARD THE MAXIMIZATION OF
EFFECTIVENESS, EFFICIENCY, AND
ECONOMY
(ROSENBLOOM, 2005)
MANAGERIAL APPROACH
PUBLIC ADMINISTRATION IS GEARED
TOWARD THE MAXIMIZATION OF
EFFECTIVENESS, EFFICIENCY, AND
ECONOMY
(ROSENBLOOM, 2005)

ADMINISTRATION
PRIVATE
PLANNING
ORGANIZING
PLANING PROCESS
BUDGETING
STRUCTURES
PROCEDURES
PUBLIC
ORGANIZING
IMPLEMENTING
CONTROLLING
PROCEDURES
HUMAN RESOURCES
STANDARD OPERATING
PROCEDURES
MONITORING
EVALUATION
FEED BACK
GOALS

 THE PROCESS OF ENSURING THAT THE ALLOCATION AND
USE OF RESOURCES AVAILABLE TO THE GOVERNMENT
ARE DIRECTED TOWARD THE ACHIEVEMENT OF LAWFUL
PUBLIC POLICY GOALS.
 THIS DEFINITION SEES THE PUBLIC MANAGER AS BOTH
CREATURE-OF POLITICS, LAW, STRUCTURES, AND ROLES—
AND CREATOR—OF STRATEGIES, CAPACITY, AND RESULTS.
 THE PROCESS OF ENSURING THAT THE ALLOCATION AND
USE OF RESOURCES AVAILABLE TO THE GOVERNMENT
ARE DIRECTED TOWARD THE ACHIEVEMENT OF LAWFUL
PUBLIC POLICY GOALS.
 THIS DEFINITION SEES THE PUBLIC MANAGER AS BOTH
CREATURE-OF POLITICS, LAW, STRUCTURES, AND ROLES—
AND CREATOR—OF STRATEGIES, CAPACITY, AND RESULTS.

ADMINISTRATION
 POWER, AUTHORITY AND RESPONSIBILITY RELATIONSHIP.
 RESPONSIBILITY AND RESPONSIVENESS OF THE
ADMINISTRATIVE AGENCIES AND THE BUREAUCRACIES TO
THE ELECTED OFFICIALS (THE CHIEF EXECUTIVES, THE
LEGISLATORS).
 IT IS OF CENTRAL IMPORTANCE IN A GOVERNMENT BASED
INCREASINGLY ON THE EXERCISE OF DISCRETIONARY
POWER BY THE AGENCIES OF ADMINISTRATION.
(ROSENBLOOM, 2005)
POLITICAL APPROACH
 POWER, AUTHORITY AND RESPONSIBILITY RELATIONSHIP.
 RESPONSIBILITY AND RESPONSIVENESS OF THE
ADMINISTRATIVE AGENCIES AND THE BUREAUCRACIES TO
THE ELECTED OFFICIALS (THE CHIEF EXECUTIVES, THE
LEGISLATORS).
 IT IS OF CENTRAL IMPORTANCE IN A GOVERNMENT BASED
INCREASINGLY ON THE EXERCISE OF DISCRETIONARY
POWER BY THE AGENCIES OF ADMINISTRATION.
(ROSENBLOOM, 2005)

ADMINISTRATION
 AN ADMINISTRATIVE AGENCY IS A GOVERNMENTAL
AUTHORITY, OTHER THAN A COURT AND OTHER THAN A
LEGISLATIVE BODY, WHICH AFFECTS THE RIGHTS OF
PRIVATE PARTIES THROUGH EITHER ADJUDICATION, RULE
MAKING, INVESTIGATING, PROSECUTING, NEGOTIATING,
SETTLING, OR INFORMALLY ACTING.
 THE LEGAL APPROACH TO PUBLIC ADMINISTRATION
EMPHASIZES THE RULE OF LAW.
(ROSENBLOOM, 2005)
LEGAL APPROACH
 AN ADMINISTRATIVE AGENCY IS A GOVERNMENTAL
AUTHORITY, OTHER THAN A COURT AND OTHER THAN A
LEGISLATIVE BODY, WHICH AFFECTS THE RIGHTS OF
PRIVATE PARTIES THROUGH EITHER ADJUDICATION, RULE
MAKING, INVESTIGATING, PROSECUTING, NEGOTIATING,
SETTLING, OR INFORMALLY ACTING.
 THE LEGAL APPROACH TO PUBLIC ADMINISTRATION
EMPHASIZES THE RULE OF LAW.
(ROSENBLOOM, 2005)

 ADMINISTRATIVE LAW REFERS TO THOSE LAWS AND
REGULATIONS THAT ARE CREATED BY THE ACTIVITIES
OF GOVERNMENTAL AGENCIES THAT MAKE RULES AND
ADJUDICATE CASES CONCERNING PRIVATE RIGHTS
AND OBLIGATIONS AND THE LIMITS NEEDED TO
CONTROL SUCH AGENCIES.
 INCLUDED IN THE BODY OF LAWS (OR RULES AND
REGULATIONS) OF ADMINISTRATIVE AGENCIES THAT
COLLECTIVELY MAKE UP ADMINISTRATIVE LAW ARE
INTERPRETATIVE RULES—THOSE RULES THAT SPECIFY
AN AGENCY'S VIEWS OF THE MEANING OF ITS
REGULATIONS OR OF THE STATUTES IT ADMINISTERS.
 ADMINISTRATIVE LAW REFERS TO THOSE LAWS AND
REGULATIONS THAT ARE CREATED BY THE ACTIVITIES
OF GOVERNMENTAL AGENCIES THAT MAKE RULES AND
ADJUDICATE CASES CONCERNING PRIVATE RIGHTS
AND OBLIGATIONS AND THE LIMITS NEEDED TO
CONTROL SUCH AGENCIES.
 INCLUDED IN THE BODY OF LAWS (OR RULES AND
REGULATIONS) OF ADMINISTRATIVE AGENCIES THAT
COLLECTIVELY MAKE UP ADMINISTRATIVE LAW ARE
INTERPRETATIVE RULES—THOSE RULES THAT SPECIFY
AN AGENCY'S VIEWS OF THE MEANING OF ITS
REGULATIONS OR OF THE STATUTES IT ADMINISTERS.

A COMMON USAGE OF ‘PUBLIC’ IS TO DISTINGUISH
BETWEEN THE ‘PUBLIC SECTOR’ AND THE ‘PRIVATE
SECTOR’, WHICH ESSENTIALLY REVOLVES AROUND
DIFFERENCE OF OWNERSHIP (COLLECTIVE OWNERSHIP,
IN THE NAME OF ALL CITIZEN, VERSUS INDIVIDUAL
OWNERSHIP) AND MOTIVE ( SOCIAL PURPOSE VERSUS
PROFIT).
(BOVAIRD AND LöFFER , 2003)
A COMMON USAGE OF ‘PUBLIC’ IS TO DISTINGUISH
BETWEEN THE ‘PUBLIC SECTOR’ AND THE ‘PRIVATE
SECTOR’, WHICH ESSENTIALLY REVOLVES AROUND
DIFFERENCE OF OWNERSHIP (COLLECTIVE OWNERSHIP,
IN THE NAME OF ALL CITIZEN, VERSUS INDIVIDUAL
OWNERSHIP) AND MOTIVE ( SOCIAL PURPOSE VERSUS
PROFIT).
(BOVAIRD AND LöFFER , 2003)

1. SERVICE DELIVERY
2. POLITICAL PROCESS
3. LEGALISTIC APPROACH
4. BUREAUCRACY
5. EFFECTIVE
6. NO COMPETITION
7. SOCIAL WELFARE GOALS
1. SERVICE DELIVERY
4. BUREAUCRACY
5. EFFECTIVE
6. NO COMPETITION
PRIVATE ADMINISTRATION
1. PROFIT MOTIVATION
2. BUSINESS ACTIVITIES
3. PROFIT APPROACH
4. EGALITER
5. EFFICIENT
6. FREE COMPETITION
7. INDIVIDUL WELFARE
TARGETS
3. PROFIT APPROACH
4. EGALITER
5. EFFICIENT
6. FREE COMPETITION
TARGETS
1. SERVICE DELIVERY
4. BUREAUCRACY
5. EFFECTIVE
6. NO COMPETITION
1. SERVICE DELIVERY
4. BUREAUCRACY
5. EFFECTIVE
6. NO COMPETITION
3. PROFIT APPROACH
4. EGALITER
5. EFFICIENT
6. FREE COMPETITION
TARGETS
3. PROFIT APPROACH
4. EGALITER
5. EFFICIENT
6. FREE COMPETITION
TARGETS

 THE REMOTENESS OF MARKET FORCES FROM PUBLIC
ADMINISTRATION ENABLES THE GOVERNMENT TO PROVIDE
SERVICES AND PRODUCTS THAT COULD NOT PROFITABLY BE
OFFERED BY PRIVATE FIRMS.
 SOME OF THESE SERVICES AND PRODUCTS ARE REFFERED TO
AS PUBLIC GOODS OR QUASI-PUBLIC GOODS.
PUBLIC GOODS
 THE REMOTENESS OF MARKET FORCES FROM PUBLIC
ADMINISTRATION ENABLES THE GOVERNMENT TO PROVIDE
SERVICES AND PRODUCTS THAT COULD NOT PROFITABLY BE
OFFERED BY PRIVATE FIRMS.
 SOME OF THESE SERVICES AND PRODUCTS ARE REFFERED TO
AS PUBLIC GOODS OR QUASI-PUBLIC GOODS.

WHEN UNIVERSAL ACCESS TO A GOOD, SUCH AS
HEALTH CARE OR EDUCATION, SECURITY OR SAFETY
BECOMES VIEWED AS AN ESSENTIAL INGREDIENT OF
THE KIND OF SOCIETY THE POLITICAL SYSTEM WANTS
TO FOSTER, IT IS LIKELY TO BE CONSIDERED A PUBLIC
GOOD.
PUBLIC GOODS
WHEN UNIVERSAL ACCESS TO A GOOD, SUCH AS
HEALTH CARE OR EDUCATION, SECURITY OR SAFETY
BECOMES VIEWED AS AN ESSENTIAL INGREDIENT OF
THE KIND OF SOCIETY THE POLITICAL SYSTEM WANTS
TO FOSTER, IT IS LIKELY TO BE CONSIDERED A PUBLIC
GOOD.

BROADLY SPEAKING, THESE ARE GOODS, THAT
INDIVIDUALS CANNOT BE EXCLUDED FROM ENJOYING,
THAT ARE NOT EXHAUSTED OR SIGNIFICANTLY
DIMINISHED AS MORE INDIVIDUALS USE THEM, AND
FOR WHICH INDIVIDUALS DO NOT COMPETE.
PUBLIC GOODS
BROADLY SPEAKING, THESE ARE GOODS, THAT
INDIVIDUALS CANNOT BE EXCLUDED FROM ENJOYING,
THAT ARE NOT EXHAUSTED OR SIGNIFICANTLY
DIMINISHED AS MORE INDIVIDUALS USE THEM, AND
FOR WHICH INDIVIDUALS DO NOT COMPETE.

PRIVATE FIRMS TYPICALLY FACE MARKETS IN A FAR MORE
DIRECT FASHION. UNDER FREE-MARKET CONDITIONS, IF
THEY FAIL TO PRODUCE PRODUCTS OR SERVICES AT
COMPETITIVE PRICES, CONSUMERS TURN TO OTHER
SOURCES AND A COMPANY'S INCOME DECLINES.
IN BETWEEN THE TYPICAL PUBLIC AGENCY AND THE
PRIVATE FIRM IS A GRAY AREA IN WHICH NOT-FOR-PROFIT
ORGANIZATION AND HIGHLY REGULATED INDUSTRIES,
SUCH AS MANY UTILITIES, OPERATE.
PUBLIC GOODS
PRIVATE FIRMS TYPICALLY FACE MARKETS IN A FAR MORE
DIRECT FASHION. UNDER FREE-MARKET CONDITIONS, IF
THEY FAIL TO PRODUCE PRODUCTS OR SERVICES AT
COMPETITIVE PRICES, CONSUMERS TURN TO OTHER
SOURCES AND A COMPANY'S INCOME DECLINES.
IN BETWEEN THE TYPICAL PUBLIC AGENCY AND THE
PRIVATE FIRM IS A GRAY AREA IN WHICH NOT-FOR-PROFIT
ORGANIZATION AND HIGHLY REGULATED INDUSTRIES,
SUCH AS MANY UTILITIES, OPERATE.

PUBLIC POLICY
FOR MANY YEARS, PUBLIC ADMINISTRATORS WERE SEEN
AS NEUTRAL IMPLEMENTORS OF PUBLIC POLICIES
SHAPED AND DESIGNED ELSEWHERE IN THE DEMOCRATIC
PROCESS. SINCE THE 1960s, WITH THE GROWTH OF
PUBLIC POLICY ANALYSIS, BOTH THE POLICY PROCESS IT
SELF AND THE ROLE OF PUBLIC ADMINISTRATION IN IT
HAVE BEEN REEVALUATED.
FOR MANY YEARS, PUBLIC ADMINISTRATORS WERE SEEN
AS NEUTRAL IMPLEMENTORS OF PUBLIC POLICIES
SHAPED AND DESIGNED ELSEWHERE IN THE DEMOCRATIC
PROCESS. SINCE THE 1960s, WITH THE GROWTH OF
PUBLIC POLICY ANALYSIS, BOTH THE POLICY PROCESS IT
SELF AND THE ROLE OF PUBLIC ADMINISTRATION IN IT
HAVE BEEN REEVALUATED.

PROCEEDING FROM THE PREMISE THAT POLITICS IS
MESSY AND IMPRECISE, PROPONENTS OF PUBLIC POLICY
ANALYSIS ARGUE THAT THE INTRODUCTION OF
RIGOROUS ANALYTICAL METHODOLOGIES AND DECISION
TOOLS WILL DRAMATICALLY IMPROVE BOTH THE
DEFINITION OF PUBLIC PROBLEMS AND THE
IDENTIFICATION OF ALTERNATIVE SOLUTIONS TO THEM.
PUBLIC POLICY
PROCEEDING FROM THE PREMISE THAT POLITICS IS
MESSY AND IMPRECISE, PROPONENTS OF PUBLIC POLICY
ANALYSIS ARGUE THAT THE INTRODUCTION OF
RIGOROUS ANALYTICAL METHODOLOGIES AND DECISION
TOOLS WILL DRAMATICALLY IMPROVE BOTH THE
DEFINITION OF PUBLIC PROBLEMS AND THE
IDENTIFICATION OF ALTERNATIVE SOLUTIONS TO THEM.

PUBLIC POLICY
FURTHER, IT IS ARGUED THAT MORE RATIONAL DECISION
PROCESSES WILL NOT ONLY BE MORE EFFICIENT, BUT ALSO
MORE RESPONSIVE TO CITIZEN NEEDS AND PREFERENCES.
THIS VERSION OF PUBLIC POLICY ANALYSIS VALUES
OBJECTIVITY AND NEUTRALITY; IT IS BASED ON AN ABIDING
BELIEF IN TECHNICAL ANALYSIS AND ABILITIES.
FURTHER, IT IS ARGUED THAT MORE RATIONAL DECISION
PROCESSES WILL NOT ONLY BE MORE EFFICIENT, BUT ALSO
MORE RESPONSIVE TO CITIZEN NEEDS AND PREFERENCES.
THIS VERSION OF PUBLIC POLICY ANALYSIS VALUES
OBJECTIVITY AND NEUTRALITY; IT IS BASED ON AN ABIDING
BELIEF IN TECHNICAL ANALYSIS AND ABILITIES.
S3-Unpas_2012 www.ginandjar.com 55

PUBLIC POLICY
 IT MAKES USE OF TECHNIQUES DEVELOPED IN THE FIELDS OF
ECONOMICS, MATHEMATICS, STATISTICS, OPERATIONS RESEARCH,
AND SYSTEMS DYNAMICS, AMONG OTHERS, TO PROVIDE DECISION
MAKERS WITH ADVICE IN THE FORMULATION OF PUBLIC POLICY.
 IN APPLYING THOSE TECHNIQUES, THE ANALYST MAY ALSO DRAW
ON KNOWLEDGE FROM FIELDS SUCH AS SOCIOLOGY, POLITICAL
SCIENCE, WELFARE ECONOMICS, LAW, ORGANIZATION - THEORY,
THE PHYSICAL AND BIOLOGICAL SCIENCES, AND ELSEWHERE.
POLICY ANALYSIS MUST TAKE THE ANALYST WHEREVER THE POLICY
ISSUE LEADS, MAKING ANALYSIS THE MULTI DISIPLINARY ACTIVITY
PAR EXCELLENCE.
 IT MAKES USE OF TECHNIQUES DEVELOPED IN THE FIELDS OF
ECONOMICS, MATHEMATICS, STATISTICS, OPERATIONS RESEARCH,
AND SYSTEMS DYNAMICS, AMONG OTHERS, TO PROVIDE DECISION
MAKERS WITH ADVICE IN THE FORMULATION OF PUBLIC POLICY.
 IN APPLYING THOSE TECHNIQUES, THE ANALYST MAY ALSO DRAW
ON KNOWLEDGE FROM FIELDS SUCH AS SOCIOLOGY, POLITICAL
SCIENCE, WELFARE ECONOMICS, LAW, ORGANIZATION - THEORY,
THE PHYSICAL AND BIOLOGICAL SCIENCES, AND ELSEWHERE.
POLICY ANALYSIS MUST TAKE THE ANALYST WHEREVER THE POLICY
ISSUE LEADS, MAKING ANALYSIS THE MULTI DISIPLINARY ACTIVITY
PAR EXCELLENCE.

PUBLIC POLICY
 POLICY ANALYSIS INCLUDES:
1) IDENTIFYING THE “PROBLEM” TO BE RESOLVED,
2) SPECIFYING THE GOAL(S) TO BE SOUGHT THROUGH PUBLIC POLICY,
3) IDENTIFYING OR INVENTING THE AVAILABLE POLICY ALTERNATIVES,
4) ESTIMATING THE EFFECTS OF EACH OF THE ALTERNATIVES, BOTH
FAVORABLE AND UNFAVORABLE,
5) IMPUTING VALUES IN A SINGLE, COMMENSURABLE MATRIX TO THOSE
EFFECTS, AND
6) CHOOSING THE “BEST” POLICY ALTERNATIVE ACCORDING TO AN
EXPLICIT DECISION RULE.
 POLICY ANALYSIS INCLUDES:
1) IDENTIFYING THE “PROBLEM” TO BE RESOLVED,
2) SPECIFYING THE GOAL(S) TO BE SOUGHT THROUGH PUBLIC POLICY,
3) IDENTIFYING OR INVENTING THE AVAILABLE POLICY ALTERNATIVES,
4) ESTIMATING THE EFFECTS OF EACH OF THE ALTERNATIVES, BOTH
FAVORABLE AND UNFAVORABLE,
5) IMPUTING VALUES IN A SINGLE, COMMENSURABLE MATRIX TO THOSE
EFFECTS, AND
6) CHOOSING THE “BEST” POLICY ALTERNATIVE ACCORDING TO AN
EXPLICIT DECISION RULE.

IN THE FIRST HALF OF THE LAST CENTURY, THE
DISCIPLINE OF PUBLIC ADMINISTRATION DEVELOPED
WITHIN THE FRAMEWORK SET BY WILSON. THE ENDS OF
PUBLIC ADMINISTRATION WERE SEEN AS THE
"MANAGEMENT OF MEN AND MATERIAL IN THE
ACCOMPLISHMENT OF THE PURPOSES OF THE STATE."
PUBLIC CHOICE
IN THE FIRST HALF OF THE LAST CENTURY, THE
DISCIPLINE OF PUBLIC ADMINISTRATION DEVELOPED
WITHIN THE FRAMEWORK SET BY WILSON. THE ENDS OF
PUBLIC ADMINISTRATION WERE SEEN AS THE
"MANAGEMENT OF MEN AND MATERIAL IN THE
ACCOMPLISHMENT OF THE PURPOSES OF THE STATE."

PUBLIC CHOICE
IN HIS BOOK: ADMINISTRATIVE BEHAVIOR (1945), HERBERT
SIMON, SUSTAINED A DEVASTATING CRITIQUE OF THE
THEORY IMPLICIT IN THE TRADITIONAL STUDY OF PUBLIC
ADMINISTRATION. SIMON ELUCIDATED SOME OF THE
ACCEPTED ADMINISTRATIVE PRINCIPLES AND
DEMONSTRATED THE LACK OF LOGICAL COHERENCE
AMONG THEM.
IN HIS BOOK: ADMINISTRATIVE BEHAVIOR (1945), HERBERT
SIMON, SUSTAINED A DEVASTATING CRITIQUE OF THE
THEORY IMPLICIT IN THE TRADITIONAL STUDY OF PUBLIC
ADMINISTRATION. SIMON ELUCIDATED SOME OF THE
ACCEPTED ADMINISTRATIVE PRINCIPLES AND
DEMONSTRATED THE LACK OF LOGICAL COHERENCE
AMONG THEM.

PUBLIC CHOICE
 DURING THE PERIOD FOLLOWING SIMON'S CHALLENGE,
ANOTHER COMMUNITY OF SCHOLARS HAS GRAPPLED WITH
MANY OF THESE SAME INTELLECTUAL ISSUES.
 THIS COMMUNITY OF SCHOLARS COMPOSED
PREDOMINANTLY OF POLITICAL ECONOMISTS HAVE BEEN
CONCERNED WITH PUBLIC INVESTMENT AND PUBLIC
EXPENDITURE DECISIONS.
 ONE FACET OF THIS WORK HAS BEEN MANIFEST IN BENEFIT-
COST ANALYSIS AND THE DEVELOPMENT OF THE PLANNING,
PROGRAMMING AND BUDGETING (PPB) SYSTEM.
 DURING THE PERIOD FOLLOWING SIMON'S CHALLENGE,
ANOTHER COMMUNITY OF SCHOLARS HAS GRAPPLED WITH
MANY OF THESE SAME INTELLECTUAL ISSUES.
 THIS COMMUNITY OF SCHOLARS COMPOSED
PREDOMINANTLY OF POLITICAL ECONOMISTS HAVE BEEN
CONCERNED WITH PUBLIC INVESTMENT AND PUBLIC
EXPENDITURE DECISIONS.
 ONE FACET OF THIS WORK HAS BEEN MANIFEST IN BENEFIT-
COST ANALYSIS AND THE DEVELOPMENT OF THE PLANNING,
PROGRAMMING AND BUDGETING (PPB) SYSTEM.

PUBLIC CHOICE
 ONE OF SIMON'S CENTRAL CONCERNS WAS TO ESTABLISH
THE CRITERION OF EFFICIENCY AS A NORM FOR EVALUATING
ALTERNATIVE ADMINISTRATIVE ACTIONS. SIMON ARGUED
THAT THE "CRITERION OF EFFICIENCY DICTATES THAT CHOICE
OF ALTERNATIVES WHICH PRODUCE THE LARGEST RESULT
FOR THE GIVEN APPLICATION OF RESOURCES."
 IN ORDER TO UTILIZE THE CRITERION OF EFFICIENCY, THE
RESULTS OF ADMINISTRATIVE ACTIONS MUST BE DEFINED
AND MEASURED. CLEAR CONCEPTUAL DEFINITIONS OF
OUTPUT ARE NECESSARY BEFORE MEASURES CAN BE
DEVELOPED.
 ONE OF SIMON'S CENTRAL CONCERNS WAS TO ESTABLISH
THE CRITERION OF EFFICIENCY AS A NORM FOR EVALUATING
ALTERNATIVE ADMINISTRATIVE ACTIONS. SIMON ARGUED
THAT THE "CRITERION OF EFFICIENCY DICTATES THAT CHOICE
OF ALTERNATIVES WHICH PRODUCE THE LARGEST RESULT
FOR THE GIVEN APPLICATION OF RESOURCES."
 IN ORDER TO UTILIZE THE CRITERION OF EFFICIENCY, THE
RESULTS OF ADMINISTRATIVE ACTIONS MUST BE DEFINED
AND MEASURED. CLEAR CONCEPTUAL DEFINITIONS OF
OUTPUT ARE NECESSARY BEFORE MEASURES CAN BE
DEVELOPED.

PUBLIC CHOICE
 PUBLIC CHOICE REPRESENTS ANOTHER FACET OF WORK IN
POLITICAL ECONOMY WITH IMPLICATIONS FOR THE THEORY
OF PUBLIC ADMINISTRATION. MOST POLITICAL ECONOMISTS
IN THE PUBLIC CHOICE TRADITION BEGIN WITH THE
INDIVIDUAL AS THE BASIC UNIT OF ANALYSIS. THE
TRADITIONAL "ECONOMIC MAN" IS THEN REPLACED BY
"MAN: THE DECISION MAKER."
 PUBLIC CHOICE REPRESENTS ANOTHER FACET OF WORK IN
POLITICAL ECONOMY WITH IMPLICATIONS FOR THE THEORY
OF PUBLIC ADMINISTRATION. MOST POLITICAL ECONOMISTS
IN THE PUBLIC CHOICE TRADITION BEGIN WITH THE
INDIVIDUAL AS THE BASIC UNIT OF ANALYSIS. THE
TRADITIONAL "ECONOMIC MAN" IS THEN REPLACED BY
"MAN: THE DECISION MAKER."

PUBLIC CHOICE
 THE SECOND CONCERN IN THE PUBLIC CHOICE TRADITION IS
WITH THE CONCEPTUALIZATION OF PUBLIC GOODS AS THE
TYPE OF EVENT ASSOCIATED WITH THE OUTPUT OF PUBLIC
AGENCIES.
 PUBLIC CHOICE THEORY IS ALSO CONCERNED WITH THE
EFFECT THAT DIFFERENT DECISION RULES OR DECISION-
MAKING ARRANGEMENTS WILL HAVE UPON THE
PRODUCTION OF THOSE EVENTS CONCEPTUALIZED AS PUBLIC
GOODS AND SERVICES.
 THE SECOND CONCERN IN THE PUBLIC CHOICE TRADITION IS
WITH THE CONCEPTUALIZATION OF PUBLIC GOODS AS THE
TYPE OF EVENT ASSOCIATED WITH THE OUTPUT OF PUBLIC
AGENCIES.
 PUBLIC CHOICE THEORY IS ALSO CONCERNED WITH THE
EFFECT THAT DIFFERENT DECISION RULES OR DECISION-
MAKING ARRANGEMENTS WILL HAVE UPON THE
PRODUCTION OF THOSE EVENTS CONCEPTUALIZED AS PUBLIC
GOODS AND SERVICES.

PUBLIC CHOICE
FOUR BASIC ASSUMPTIONS ABOUT INDIVIDUAL
BEHAVIOR ARE NORMALLY MADE:
– FIRST, INDIVIDUALS ARE ASSUMED TO BE SELF-INTERESTED
(NOT EQUIVALENT TO “SELFISH”). THE ASSUMPTION OF
SELF-INTEREST IMPLIES PRIMARILY THAT INDIVIDUALS EACH
HAVE THEIR OWN PREFERENCES WHICH AFFECT THE
DECISIONS THEY MAKE, AND THAT THOSE PREFERENCES MAY
DIFFER FROM INDIVIDUAL TO INDIVIDUAL.
FOUR BASIC ASSUMPTIONS ABOUT INDIVIDUAL
BEHAVIOR ARE NORMALLY MADE:
– FIRST, INDIVIDUALS ARE ASSUMED TO BE SELF-INTERESTED
(NOT EQUIVALENT TO “SELFISH”). THE ASSUMPTION OF
SELF-INTEREST IMPLIES PRIMARILY THAT INDIVIDUALS EACH
HAVE THEIR OWN PREFERENCES WHICH AFFECT THE
DECISIONS THEY MAKE, AND THAT THOSE PREFERENCES MAY
DIFFER FROM INDIVIDUAL TO INDIVIDUAL.

PUBLIC CHOICE
– SECONDLY, INDIVIDUALS ARE ASSUMED TO BE RATIONAL.
RATIONALITY IS DEFINED AS THE ABILITY TO RANK ALL KNOWN
ALTERNATIVES AVAILABLE TO THE INDIVIDUAL IN A TRANSITIVE
MANNER.
– THIRD, INDIVIDUALS ARE ASSUMED TO ADOPT MAXIMIZING
STRATEGIES. MAXIMIZATION AS A STRATEGY IMPLIES THE
CONSISTENT CHOICE OF THOSE ALTERNATIVES WHICH AN
INDIVIDUAL THINKS WILL PROVIDE THE HIGHEST NET BENEFIT AS
WEIGHED BY HIS OWN PREFERENCES. AT TIMES THE ASSUMPTION
OF MAXIMIZATION IS RELATED TO THAT OF SATISFYING,
DEPENDING UPON ASSUMPTIONS ABOUT THE INFORMATION
AVAILABLE TO AN INDIVIDUAL IN A DECISION-MAKING SITUATION.
– SECONDLY, INDIVIDUALS ARE ASSUMED TO BE RATIONAL.
RATIONALITY IS DEFINED AS THE ABILITY TO RANK ALL KNOWN
ALTERNATIVES AVAILABLE TO THE INDIVIDUAL IN A TRANSITIVE
MANNER.
– THIRD, INDIVIDUALS ARE ASSUMED TO ADOPT MAXIMIZING
STRATEGIES. MAXIMIZATION AS A STRATEGY IMPLIES THE
CONSISTENT CHOICE OF THOSE ALTERNATIVES WHICH AN
INDIVIDUAL THINKS WILL PROVIDE THE HIGHEST NET BENEFIT AS
WEIGHED BY HIS OWN PREFERENCES. AT TIMES THE ASSUMPTION
OF MAXIMIZATION IS RELATED TO THAT OF SATISFYING,
DEPENDING UPON ASSUMPTIONS ABOUT THE INFORMATION
AVAILABLE TO AN INDIVIDUAL IN A DECISION-MAKING SITUATION.

PUBLIC CHOICE
– FOURTH, AN EXPLICIT ASSUMPTION NEEDS TO BE STATED
CONCERNING THE LEVEL OF INFORMATION POSSESSED BY A
REPRESENTATIVE INDIVIDUAL. THREE LEVELS HAVE BEEN
ANALYTICALLY DEFINED AS INVOLVING CERTAINTY, RISK, AND
UNCERTAINTY.
– FOURTH, AN EXPLICIT ASSUMPTION NEEDS TO BE STATED
CONCERNING THE LEVEL OF INFORMATION POSSESSED BY A
REPRESENTATIVE INDIVIDUAL. THREE LEVELS HAVE BEEN
ANALYTICALLY DEFINED AS INVOLVING CERTAINTY, RISK, AND
UNCERTAINTY.

PUBLIC CHOICE
 THE CONDITION OF CERTAINTY IS DEFINED TO EXIST
WHEN:
1) AN INDIVIDUAL KNOWS ALL AVAILABLE
STRATEGIES;
2) EACH STRATEGY IS KNOWN TO LEAD INVARIABLY
TO ONLY ONE SPECIFIC OUTCOME, AND;
3) THE INDIVIDUAL KNOWS HIS OWN PREFERENCES
FOR EACH OUTCOME. GIVEN THIS LEVEL OF
INFORMATION, THE DECISION OF A MAXIMIZING
INDIVIDUAL IS COMPLETELY DETERMINED.
 THE CONDITION OF CERTAINTY IS DEFINED TO EXIST
WHEN:
1) AN INDIVIDUAL KNOWS ALL AVAILABLE
STRATEGIES;
2) EACH STRATEGY IS KNOWN TO LEAD INVARIABLY
TO ONLY ONE SPECIFIC OUTCOME, AND;
3) THE INDIVIDUAL KNOWS HIS OWN PREFERENCES
FOR EACH OUTCOME. GIVEN THIS LEVEL OF
INFORMATION, THE DECISION OF A MAXIMIZING
INDIVIDUAL IS COMPLETELY DETERMINED.

PUBLIC CHOICE
 UNDER CONDITIONS OF RISK, THE INDIVIDUAL IS STILL
ASSUMED TO KNOW ALL AVAILABLE STRATEGIES. ANY
PARTICULAR STRATEGY MAY LEAD TO A NUMBER OF
POTENTIAL OUTCOMES, AND THE INDIVIDUAL IS
ASSUMED TO KNOW THE PROBABILITY OF EACH
OUTCOME. THUS, DECISION MAKING BECOMES
WEIGHTING PROCESS WHEREBY HIS PREFERENCES FOR
DIFFERENT OUTCOMES ARE COMBINED WITH THE
PROBABILITY OF THEIR OCURRENCE PRIOR TO A
SELECTION OF A STRATEGY.
 UNDER CONDITIONS OF RISK, THE INDIVIDUAL IS STILL
ASSUMED TO KNOW ALL AVAILABLE STRATEGIES. ANY
PARTICULAR STRATEGY MAY LEAD TO A NUMBER OF
POTENTIAL OUTCOMES, AND THE INDIVIDUAL IS
ASSUMED TO KNOW THE PROBABILITY OF EACH
OUTCOME. THUS, DECISION MAKING BECOMES
WEIGHTING PROCESS WHEREBY HIS PREFERENCES FOR
DIFFERENT OUTCOMES ARE COMBINED WITH THE
PROBABILITY OF THEIR OCURRENCE PRIOR TO A
SELECTION OF A STRATEGY.

PUBLIC CHOICE
 DECISION MAKING UNDER UNCERTAINTY IS ASSUMED
TO OCCUR EITHER WHERE (1) AN INDIVIDUAL HAS A
KNOWLEDGE OF ALL STRATEGIES AND OUTCOMES, BUT
LACKS KNOWLEDGE ABOUT THE PROBABILITIES WITH
WHICH A STRATEGY MAY LEAD TO AN OUTCOME, OR (2)
AN INDIVIDUAL MAY NOT KNOW ALL STRATEGIES OR ALL
OUTCOMES WHICH ACTUALLY EXIST.
 DECISION MAKING UNDER UNCERTAINTY IS ASSUMED
TO OCCUR EITHER WHERE (1) AN INDIVIDUAL HAS A
KNOWLEDGE OF ALL STRATEGIES AND OUTCOMES, BUT
LACKS KNOWLEDGE ABOUT THE PROBABILITIES WITH
WHICH A STRATEGY MAY LEAD TO AN OUTCOME, OR (2)
AN INDIVIDUAL MAY NOT KNOW ALL STRATEGIES OR ALL
OUTCOMES WHICH ACTUALLY EXIST.

PUBLIC CHOICE
 UNDER CONDITIONS OF UNCERTAINTY, THE
DETERMINATENESS OF SOLUTIONS IS REPLACED BY
CONCLUSIONS ABOUT THE RANGE OF POSSIBLE
"SOLUTIONS."
 ESTIMATIONS ARE MADE ABOUT THE CONSEQUENCES
OF STRATEGIES.
(VINCENT OSBORNE & ELEANOR OSBORN, 1971)
 UNDER CONDITIONS OF UNCERTAINTY, THE
DETERMINATENESS OF SOLUTIONS IS REPLACED BY
CONCLUSIONS ABOUT THE RANGE OF POSSIBLE
"SOLUTIONS."
 ESTIMATIONS ARE MADE ABOUT THE CONSEQUENCES
OF STRATEGIES.
(VINCENT OSBORNE & ELEANOR OSBORN, 1971)

PUBLIC CHOICE
PUBLIC CHOICE IS ONE OF A NUMBER OF MODELS
OF DECISION-MAKING IN ADMINISTRATION.
OTHER MODELS INCLUDE:
– RATIONAL COMPREHENSIVE MODEL;
– BARGAINING MODEL;
– INCREMENTAL MODEL;
– PARTICIPATIVE MODEL.
(LEMAY, 2002)
PUBLIC CHOICE IS ONE OF A NUMBER OF MODELS
OF DECISION-MAKING IN ADMINISTRATION.
OTHER MODELS INCLUDE:
– RATIONAL COMPREHENSIVE MODEL;
– BARGAINING MODEL;
– INCREMENTAL MODEL;
– PARTICIPATIVE MODEL.
(LEMAY, 2002)

COOPERATIVE HUMAN
ACTION
SOCIETY (SOCIETAL
INSTITUTIONS)
ADMINISTRATION PUBLIC PRIVATE
ORGANIZATION
(STRUCTURE)
MANAGEMENT
(FUNCTION)
BUSINESS ADMINISTRATION

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