Administration

1. THEORY AND PRACTICE IN
PUBLIC ADMINISTRATION
PREPARED BY:
MARILOU O.
TAMAYO

2. ADMINISTRATIVE
ORGANIZATION
THE NATURE AND
DEVELOPMENT OF
ORGANIZATION
DIFFERENT THEORIES OF
ORGANIZATION
TRENDS IN ORGANIZATIONAL
DEVELOPMENT
C O N T E N T S

3. P A R T
O N E
ADMINISTRATIVE ORGANIZATION

4. Administration means overall determination of policies, setting of
major objectives, the identification of general purposes, and
laying down of broad programs and projects.
It is an activity or process mainly concerned with the means for
carrying out prescribed ends.

5. Organizations are social units (or human groupings)
deliberately constructed and reconstructed to seek specific goals.
“Organization is the structuring of individuals and functions into
productive relationship”

6. Administration is mainly concerned with carrying out courses of
actions that would lead to the accomplishment of set goals and
objectives. It is the management of people such that everyone is
involved and working towards accomplishing goals.
Organization is concerned with the structure. It mainly focuses on
division of labor, delegation of authority, coordination and control.
Roles and specific tasks are assigned to each member of the
organizational chart.

7. If we combine both definitions, we come up with the term
administrative organization. Administrative organization is a
structured group of members with different positions and roles to
carry out. Rules and policies are set to ensure that every member of
the organization is performing their delegated tasks and ensure that
the organization operates smoothly and that expectations and goals
are achieved.

8. P A R T
T W O
THE NATURE AND DEVELOPMENT OF
ORGANIZATION

9. NATURE OF ORGANIZATION
Organization as a Process:
As a process, organization is an executive function. it becomes a managerial
function involving the following activities:
i. Determining activities necessary for the accomplishment of the objectives
ii. Division of work
iii. Grouping of inter-related activities
iv. Assigning duties to persons with requisite competence
v. Delegating authority
vi. Coordinating the efforts of different persons and groups

10. NATURE OF ORGANIZATION
Organization as a structure:
As a structure, organization is a network of internal authority and responsibility
relationships. It is the framework of relationships of persons operating at various
levels to accomplish common objectives. An organization structure is a systematic
combination of people, functions and physical facilities.
It constitutes a formal structure with definite authority and clear responsibility. It
has to be first designed for determining the channel of communication and flow of
authority and responsibility.

11. NATURE OF ORGANIZATION
Organization as a structure:
A hierarchy has to be built-up i.e., a hierarchy of positions with clearly defined
authority and responsibility. The accountability of each functionary has to be
specified. Therefore, it has to be put into practice. In a way, organization can be
called a system as well.
In an organization structure, both formal and informal organizations take shape.
The former is a pre-planned one and defined by the executive action. The latter is
a spontaneous formation, being laid down by the common sentiments, interactions
and other interrelated attributes of the people in the organization. Both formal and
informal organizations, thus, have structure.

12. DEVELOPMENT OF ORGANIZATION
Organizational development is a planned, systematic change in the values or
operations of employees to create overall growth in a company or organization. It
differs from everyday operations and workflow improvements in that it follows a
specific protocol that management communicates clearly to all employees.
While change can be difficult, most companies find that the benefits of
organizational development far outweigh the costs.

13. DEVELOPMENT OF ORGANIZATION
Companies usually begin with several goals in mind:
• Ongoing improvement. Changing company culture to view new strategies as a
positive growth opportunity allows for ongoing improvement and encourages
employees to become more open to change and new ideas. New strategies are
introduced systematically through planning, implementation, evaluation,
improvement, and monitoring.
• Better or increased communication. Organizational development that leads to
increased feedback and interaction in the organization aligns employees with
the company’s vision.

14. DEVELOPMENT OF ORGANIZATION
Companies usually begin with several goals in mind:
• Employee development. In today’s world, employees must constantly adapt to
changing products, platforms, and environments. Employee development
comprises training and work process improvements that help everyone keep up
with shifting demands.
• Product and service improvement. Organizational development leads to
innovation, which can help improve products and services. This innovation
often comes as the result of intensive market research and analysis.
• Increased profit. Organizational development helps increase profits by
optimizing communication, employee processes, and products or services.
Each serves to increase a company’s bottom line.

15. DEVELOPMENT OF ORGANIZATION
Common organizational development steps include the following:
1. Identifying an area of improvement - Organizational change begins with
identifying a need that aligns with the organization’s goals. Teams consider a
data-driven approach to identify problems through formal surveys and
feedback for a thorough understanding of the area for improvement.
Companies should ask themselves what they want to change, and why that
change is necessary.
2. Investigating the problem - Once the area for improvement is identified, teams
conduct an investigation to learn why the problem exists, what the barriers to
improvement are, and what solutions have previously been attempted. This
step can also include surveys or focus groups and individual consultations.

16. DEVELOPMENT OF ORGANIZATION
Common organizational development steps include the following:
3. Creating an action plan - The team creates a plan with allocated resources and
clearly defined employee roles. This plan will include specific support for
individuals involved and identify a measurable goal. During this step,
companies should think about how they’ll communicate changes to staff and
manage feedback.
4. Creating motivation and a vision - Once the company has clearly defined and
communicated a plan, its leaders must motivate their employees to share in a
vision. This step involves leaders acting as enthusiastic role models while
helping employees understand the plan’s big-picture goals and desired impact.

17. DEVELOPMENT OF ORGANIZATION
Common organizational development steps include the following:
5. Implementing - The action plan is actually put into action. While stability is
necessary during implementation, supporting employees during the transition
with mentoring, training, and coaching is equally important. Ongoing feedback
and communication can help make the change process easier.
6. Evaluating initial results - Once the team has implemented a plan, its leaders
may create space for shared reflection, asking themselves and their employees
if the change effectively met the business goals. They’ll also evaluate the
change management process and consider what could be done differently.
This step can’t be overlooked; if the company doesn’t evaluate the changes, it
won’t know whether interventions have been effective.

18. DEVELOPMENT OF ORGANIZATION
Common organizational development steps include the following:
7. Adapting or continuing. Depending on the evaluation of the initial results, the
company may choose to adapt its plan. If the results show success, it may
continue with the current plan to keep improving.

19. P A R T
THREE
DIFFERENT THEORIES OF ORGANIZATION

20. DIFFERENT THEORIES OF ORGANIZATION
Social and behavioral scientists have developed various theories to describe the
correct way to understand and approach the key to an organization's productivity
and success. These organizational theories discuss different ways that managers
and supervisors may address their leadership responsibilities in order to yield the
most productive and efficient results. The six primary organizational theories
include:
1. Classical theory 2. Neo-classical theory
3. Modern theory 4. Motivation theory

21. DIFFERENT THEORIES OF ORGANIZATION
1. Classical Theory
This theory discusses how to divide up professional tasks in the most efficient and
effective way. Classical theorists pay particular attention to the professional
dynamics and relationships within an organization and how these relationships
may impact the company's function and production. The underlying purpose of this
theory is to help organizations create the most beneficial structures within a
company that can then help the organization accomplish its goals.

22. DIFFERENT THEORIES OF ORGANIZATION
1. Classical Theory
The four principles of the classical theory include:
• Division of labor: Leaders delegate tasks to subordinates according to their
area of specialization.
• Scalar and functional processes: The relationships between business leaders
and their employees.Professionals in management instruct their employees,
and employees carry out the actions.
• Structure: The principle of structure describes patterns of professional behavior
that lead to the accomplishment of the organization's goals.
• Span of control: The span of control means attributing the appropriate numbers
of employees to a supervisor so they can implement the principles of
coordination, planning, motivation and leadership.

23. DIFFERENT THEORIES OF ORGANIZATION
2. Neo-classical Theory
Sociologists and psychologists found topics like leadership, morale and
cooperation contribute to professional habits and behaviors.
Neo-classical theory argues that a sense of belonging and social acceptance is an
important aspect of positive performance in the workplace. This means that
effective leaders understand how the group dynamics may contribute to the
success of the organization overall. Leaders may implement systems and
strategies to improve the interpersonal skills of their employees and facilitate
meaningful professional connections through motivation, counseling and
communication.

24. P A R T
F O U R
TRENDS IN ORGANIZATIONAL DEVELOPMENT

25. T H A N K S