PA 1 REVIEWER

NATURE AND SCOPE OF PUBLIC ADMINISTRATION

 Integral view – Perceives Public administration as a field which is comprehensive and encompasses several
activities necessary to accomplish the object of the government. This means that public administration leaves
no room doubt to exits but includes the managerial, technical and clerical activities in government.
 Managerial view – It perceives public administration as a field which limits itself to managerial activities
disregarding the technical or clerical functions that form part of the discipline.

Scope of Public Administration

 Following are the two (2) Important Perspective

1. Subject matter view
2. POSDCORB view

 Subject Matter view – Looks at the specific function of public administration which concentrates on the
purpose or basic activity of a certain government agency.
 POSDCORB view – Stands for Planning, Organizing, Staffing, Directing, Coordinating, Reporting and
Budgeting which was developed by Luther Gulick (1997) to explain the basic processes that transpire in any
particular office of the government
The Role of Public Administration in Modern Society

A. Service to the people

B. Government machinery use to implement programs for the best interest of the people
C. Disseminating information about the government

Government and Politics

Government-A group of people that govern’s a community or unit. It sets and administers public policy and
exercises executive, political and sovereign power through customs, institutions and laws within a state.

Politics - It is the practice and theory of influencing other people. More narrowly, it refers to achieving and exercising
positions and governance-organized control over a human community, particularly a state.

The Ecology of Public Administration

Ecology - Is the scientific analysis and study of interactions among organisms and their environment, such as the
interactions organisms have with each other and with their abiotic environment.

THE NATURE OF BUREAUCRACY

BUREAUCRACY
 Bureaucracy is a body of non-elected government officials and administrators.
 The word bureaucracy is a French origin from the 19 th century. The source of the word is probably from a
Greek word (purhos) meaning “red”.
 Bureaucracy is a type of organization designed to accomplish large-scale administrative tasks by
systematically coordinating the work of many individuals (Peter M. Blau, bureaucracy in modern).

Basic Concept of Bureaucracy

The concept of bureaucracy was developed by a social scientist, Max Weber. Max Weber {1864-1920) was a German
Sociologist. Weber's news on organizational design were influenced by three factors, namely (i) his military
experience, (ii) his lack of trust in human judgment, and (iii) the phenomenal growth of industrial organizations.

Weber visualized the bureaucratic model as an orderly structuring of power to achieve rational human behavior under
a hierarchy of professionals. He identified three types of legitimate authority, which are as follows:

Traditional authority-It refers to the obedience a person gets because he belongs to a certain class which is
traditionally recognized as possessing authority, e.g., member of a royal family.

Charismatic authority-Such authority arises due to the follower's belief that a person has some special power or
appeal.

Rational-legal authority-It is the obedience a person gets because he occupies a legally established position or rank
in the hierarchy of an organization.

Theories of Bureaucracy

The Weberian Model – a model of bureaucracy (private or public) developed by the German sociologist Max Weber,
who viewed bureaucracies as rational, hierarchical organizations in which power flows from the top downward and
decisions are based on logical reasoning and data analysis instead of “gut feelings” and “guesswork.”
The Acquisitive Model – A model of bureaucracy that views top-level bureaucrats as seeking constantly to expand
the size of their budgets and the staffs of their departments or agencies so as to gain greater power and influence in the
public sector.
The Monopolistic Model – A model of bureaucracy that compares bureaucracies to monopolistic business firms.
Lack of competition within a bureaucracy leads to inefficient and costly operations. Because bureaucracies are not
penalized for inefficiency, there is no incentive to reduce costs or use resources more productively.
Some economists have argued that such problems can be cured only by privatizing certain bureaucratic functions.
The Garbage Can Model – A model of bureaucracy that characterizes bureaucracies as rudderless entities with little
formal organization in which solutions to problems are based on trial and error rather than rational policy planning.
CHARACTERISTICS OF BUREAUCRACY:

The distinctive features of bureaucracy are as follows:

1. A set of written rules and work procedures:

Bureaucracy functions through a framework of rules and regulations. All administrative acts, functions and decisions
are found by rules which are formulated and recorded in writing. Rules are designed to ensure uniformity of action and
equality of treatment.

They save time and effort by obviating the need for deriving a new solution for every problem or case. Written rules
and work procedures serve as guides to action by managers and workers.

Norms of conduct are established and everyone is expected to follow them. A systematic interpretation of norms and
enforcement of rules cannot be maintained through oral communication.

2. Specialization:

There is a systematic division of labor, rights and power. Every member of the rational organisation must know fully
the limits of his job and powers so that there is no overlapping between the roles of different participants as otherwise
the whole structure would be undermined.

Thus, there is a specific sphere of competence consisting of (a) obligations to perform specific functions, (b) provision
of the necessary authority to carry out these functions, and (c) clear definition of the means of compulsion which are to
be used subject to definite conditions.

3. Hierarchy of authority:

Through a series of delegations a hierarchy is created under which each lower office is under the control and super-
vision of a higher one.

This is necessary to ensure compliance of orders and instructions. Compliance cannot be left to chance, it has to be
systematically checked and reinforced. Therefore, no office is left uncontrolled.
4. Impersonal relations':

As a matter of principle, the members of the administrative staff should be completely separated from ownership of
the means of production. In addition, the organization’s property which is controlled within the spheres of the office is
completely separated from the personal property of the officials.

5. Trained personnel:

Members of the administrative staff are provided specialized technical training so that a fully rational application of
technical rules or norms can be made. The bureaucrat derives his authority and legitimate command from technical
skill and knowledge. Employees should be placed according to their command of technical training or competence.

6. Organizational freedom:

There should be a complete absence of appropriation of his official position by the incumbent the organization must be
free from any outside control and positions cannot be monopolized by any incumbent. All positions must be free to be
allocated and re-allocated according to the needs of the organization.

THE MANAGEMENT PROCESS

Management is a process with social element. It requires the efficient use of resources combined
with the guidance of people in order to reach a specific organizational objective.

FIVE FUNCTIONS OF MANAGEMENT

1. Planning it is about creating a detailed plan towards achieving a specific organizational

objective. It is the basic or primary function of management.
 Planning is the starting point of management process and all other functions of
management are related to and dependent on planning function.
 It acts as a tool for solving the problems of a business unit or organization.
 It helps to visualize the future problems and keeps management ready with possible
solutions.

Planning is an intellectual process which needs a lot of thinking before a formation of plans.
Planning is to set goals and to make certain guidelines to achieve the goals. Also, planning means to
formulate policies, segregation of budget, future programs etc.

Types of Planning

Strategic Planning is the plan which is formulated by the top-level management for a long period of
time of five years or more. They decide the major goals and policies to achieve the goals.

Tactical Planning is the plan which is concerned with the integration of various organizational units
and ensures implementation of strategic plans on day to day basis.

Operational Planning is the plan which is formulated by the lower-level management for short term
period of up to one year.

Organizing- is the function of management that involves developing an organizational structure and
allocating human resources to ensure the accomplishment of objectives.

Staffing- is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and
quality to create positive impacts on the organization’s effectiveness.

PROCESS OF STAFFING
Human Resources Planning-Assessing current employees, forecasting future
needs, and making plans to add or remove workers

Recruitment-Recruitment is the process of searching and motivating a large

number of prospective employees or a particular job.

Selection-Under the process of selection, better applicants are selected out of a large
umber of them. It must be kept in mind the ability of the applicant & nature of work
match. It means the right man should be selected for the right job.

Placement and Orientation-Placement involves putting the selected man at the

right place considering his attitude and the ability. It is the actual posting of an
employee to a job for which he/she has been chosen.

Training and Orientation-The term training implies a systematic procedures of

imparting knowledge and skills for a specific job. Training increase the skills and
ability of employees to perform specific job.

Performance appraisal-At this step, the capability of the employee is judged and
for that his actual work performance is compared with the work assigned to him. If
the result are unfavored he is given training and after that also result are again
unfavored the employee is put on some other work.

Promotion-It is the process through which employees get better salary, status,
position, and more responsibility. In this step employees earn their promotion to
higher posts on the basis of their performance.

Compensation-The organization should have fair salary or wage structure and

should give incentives to those who deserve it. Thus means that job must be
evaluated and ranked in a manner that contributes to the contributor.

Separation -It is the last step in the process of staffing. It means separating the
employees from their job. This take place in four ways through retirement,
termination and death

Importance of Staffing

Training and Development-Human resource management regards training and development as a

function concerned with organizational activity aimed at bettering the job performance of individuals
and groups in organizational settings.

Effective Co-ordination-In achieving coordination, effective communication plays a vital role.

Communication greatly helps in coordination. The purpose of communication is to promote deep
understanding among members by bringing and maintaining coordination in order to achieve the
ultimate goals.

Effective Recruitment and Placement-The process of finding and hiring the bestqualified candidate
(from within or outside of an organization) for a job opening, Building Effective Human Resource-
Human Resource activities such as recruitment, selection, training and rewarding personnel are done
by keeping in view the company's goals and objectives.

Directing or Leading- is said to be a process in which the managers instruct, guide and oversee the
performance of the workers to achieve pre-determined goals. Directing is said to be the heart of
management process. Directing deals with guiding and instructing people to do the work in the right
manner. It also involves communicating, leading, motivating and leadership.

Direction has got following characteristics:

1. Pervasive Function - Directing is required at all levels of organization. Every manager

provides guidance and inspiration to his subordinates.
2. Continuous Activity - Direction is a continuous activity as it continuous throughout the life
of organization.
3. Human Factor - Directing function is related to subordinates and therefore it is related to
human factor. Since human factor is complex and behaviour is unpredictable, direction
function becomes important.
4. Creative Activity - Direction function helps in converting plans into performance. Without
this function, people become inactive and physical resources are meaningless.
5. Executive Function - Direction function is carried out by all managers and executives at all
levels throughout the working of an enterprise, a subordinate receives instructions from his
superior only.
6. Delegate Function - Direction is supposed to be a function dealing with human beings.
Human behaviour is unpredictable by nature and conditioning the people’s behaviour
towards the goals of the enterprise is what the executive does in this function. Therefore, it is
termed as having delicacy in it to tackle human behaviour.

Controlling is a process of monitoring performance and taking action to ensure desired results.

BUDGETARY SYSTEM
Budget – is an annual statement, showing item wise estimates of receipts and
expenditure during fiscal year.
Objectives of Government Budget
Re-allocation of Sources
Tax Concessions or Subsidies
Directly producing goods and services
Reducing Inequalities in Income and Wealth
Economic Stability
Economic Growth
Management of Public Enterprises
Reducing Regional Disparities
Components of Budgets
Revenue Budget – explains how revenue is generated or collected by the
government and how it is allocated among various expenditure heads.
Capital Budget – deals with the capital aspect of the government budget.
Budget Receipts – refer to the estimated money receipts of the government from all
sources during a given fiscal year.
Revenue Receipts – refer to those receipts which neither create any liability nor
cause any reduction in the assets of the government.
Capital Receipts – refer to those receipts which either create a liability or cause a
reduction in the assets of the government.
Budget Expenditure – is the estimated expenditure of the government during a
given fiscal year.
Revenue Expenditure – neither creates any asset nor causes any reduction in any
liability of the government.
Capital Expenditure – either creates an asset or causes a reduction in the liabilities
of the government.
Types of Budget
Balanced Budget – estimated government receipts are equal to the estimated
government expenditure.
Surplus Budget – estimated government receipts are more than the estimated
government expenditure.
Deficit Budget – estimated government receipts are less than the estimated
government expenditure.
Budgetary Deficit – defined as the excess of total estimated over total estimated
revenue.
Fiscal Deficit – refers to the excess of total expenditure over total receipts during the
fiscal year.
Primary Deficit – refer to difference between fiscal deficit of the current year and
interest payments on the previous borrowings.
The Budget Process in the National Government
Budget Preparation- this phase starts with the budget call and ends with the
submission of the President’s Budget to the Congress
Features/ Steps in Budget Preparation
The Budget Call- contains the parameters, fiscal targets and agency budget as set
beforehand by the Development Budget Coordination Committee.

Stakeholder Engagement- seeks to increase citizen participation in the budget

process.
Technical Budget Hearings- these are conducted after the different departments
and offices of the government submit their Agency Budget Proposals to the
Department of Budget and Management.

Executive Review- it is a feature or step where deliberations take place.

Deliberations here entail a careful prioritization of programs and corresponding
support.

1.1 Consolidation, Validation and Confirmation- in this feature or step, the

Department of Budget and Management consolidates the recommended
agency budgets and recommendations into a Budget of Expenditures and
Sources of Financing (BESF).

1.2 Presentation to President and Cabinet- this is the feature or step where the
proposed budget is presented to the president and congress by the DBM
(Budget Secretary) along with the DBCC.
1.3 The President’s Budget- the budget preparation ends with the submission of
the Proposed National Budget or the "President's Budget" to Congress.
Budget Legislation- also known as the Budget Authorization. Phase starts upon the
House Speaker's receipt of the President's Budget and ends with the President's
enactment of the General Appropriations Act.

Features/ Steps in Budget Legislation

1.1 House Deliberations- it is a feature or step where the House of
Representatives assigns the President's Budget to the House Appropriations
Committee.
1.2 Senate Deliberations- as in the House process, the Senate also conducts its
own committee hearings and deliberations in the Senate on the General
Appropriations Bill.
1.3 Bicameral Deliberations- once the House of Representatives and Senate
have finished their deliberations, they will each constitute a panel to the
Bicameral Conference Committee. This committee then will discuss and
harmonize the conflicting provisions of the House and Senate Versions of the
General Appropriations Bill.
1.4 Ratification and Enrollment- the Harmonized or Bicam version of the
 GAB then is submitted to both Houses, which will then vote to ratify the
final GAB and will be submitted to the President.
1.5 The Veto Message- it is the feature or step where the Department of Budget
and Management reviews the GAB and prepare a Veto Message. This is
where general observations are made.
1.6 Enactment- when the GAA is not enacted before the fiscal year starts, the
previous year's GAA will be automatically reenacted.
Budget Execution- This is where the people’s money is actually spent. As soon as
the GAA is enacted, the government can implement its priority programs and
projects.
Features/ Steps in Budget Execution
3.1 Release Guidelines and Programs- The budget execution phase begins with
the Department of Budget and Management or DBM’s issuance of guidelines
on the release and utilization of funds.
3.2 Budget Execution Documents (BED) - this document outline agency plans
and performance target.
3.3 Allotment and Cash Release Programming (ARP) - to ensure that releases
fit the approved fiscal program, the DBM prepares an Allotment Release
Program (ARP) to a limit for allotments issued to an agency and on the
aggregate.
3.4 Allotment Release - Allotments, which authorized an agency to enter an
obligation, its either released by DBM to all agencies comprehensively
through the Agency Budget Matrix (ABM) and individually via Special
Allotment Release Orders (SAROs).
• Allotment Release Orders (SAROs) – items identified as “needing
clearance” are those which require the approval of the DBM or the President, as
the case may be (for instance, lump sum funds and confidential and intelligence
funds).\
3.5 Incurring Obligations- in implementing programs, activities and projects,
agencies incur liabilities on behalf of the government. Obligations are
liabilities legally incurred, which the government will pay for.
3.5.1 Cash Allocation
• Notice of Cash Allocation (NCA) – cash authority issued periodically by
the DBM to the operating units of agencies to cover their cash requirements.
3.5.2 Disbursement- final step of the budget execution phase, where
government money is actually spent. The Modified Disbursement
Scheme is mostly used, where disbursements of national government
agencies chargeable against the Treasury are made through
government servicing banks, such as the Land Bank of the
Philippines.
Budget Accountability- it is the phase where the executive monitors and evaluates
the use of the budget.
Features/ Steps in Budget Accountability

4.1 Performance and Target Outcomes- agencies are held accountable not
only for how these use public funds ethically, but also on how these
attain performance targets and outcomes using available resources
4.2 Budget Accountability Reports (BAR’s) - submitted by agencies on a
monthly and quarterly basis, BARs are required reports that show how
agencies used their funds and identify their corresponding physical
accomplishments.
4.3 Review of Agency Performance- The DBM regularly review the
financial and physical performance of agencies. Actual utilization of
funds and Physical accomplishments, as indicated in the agencies’
BAR’s, are evaluated against their targets identified via OPIF and in the
agencies’ BED’s. Agency Performance Reviews (APR’s) are conducted
quarterly or every semester, as the case may be.
4.4 Audit- it is lodged under the Commission on Audit (COA). Auditing is
critical in ensuring agency accountability in the use of public funds.
4.5 Performance-Based Incentive System- Recognize and reward good
performance among government employees – to help improve the
efficiency of service delivery across all government institutions.
Planning-Programming-Budgeting System (PPBS)
PPBS is a management tool to specify the objectives or “output” of government’s
spending programs and then to minimize the costs.
Arthur Smithies defines the purpose of PPBS;

 To improve the basis for major program decisions.

 To subject decision about resource allocation to systematic analysis,
comparing alternative courses of action in a framework of rational objectives
clearly and specifically stated.
 To use the rule of efficiency in choosing the alternative that optimizes the
allocation of public resources.
 To help responsible officials make decisions while taking into account that
PPBS is not a mechanical substitute for the good judgements, political
wisdom and leadership of these officials

PERSONNEL ADMINISTRATION
Public Relations

Public relation deals with the individual’s opinions and his relationships with an organization.

Examples of Public Relations

Investor Relations-Publishing quarterly reports, press releases and regulatory disclosures.

Responding to analyst, media and investor inquiries.

Government Relations-Communication with the government in areas that are compliance sensitive
or that represent a regulatory risk.

Community Relations-Supporting programs of sustainability and community engagement.

Managing communications with communities and non-profits.

Media Relations-Establishing and managing relationships with media organizations and individuals.
Generating publicity by acting as a source for media content.

Practices of Public Relations in the Philippines:

1. Branding - It ensures that the key messages are carried throughout the organization, so that
the brand message and brand experiences are entirely consistent every step of the way for
both external and internal audiences.

2. Media Relations - is comprised entirely of former journalists and assists clients in shaping
media messages.

3. Issues Management - this focuses on identifying issues that present opportunities.

4. Corporate - This practices area specializes in developing corporate-wide strategies for

communicating with the many publics from the society as a whole to customers and
employees that a company serves.

5. Editorial - Developing and expressing messages is fundamental to public relations initiatives,

and our editorial practice focuses on word choice and message development.

6. Public-Private Partnership - Message development, media relations, grassroots outreach,

education civic groups, politicians, and citizens, digital strategies, and much more are components of
this practice.

MOTIVATION AND LEADERSHIP

Maslow's Hierarchy of Needs Theory

Maslow’s hierarchy of needs is a motivational theory in psychology comprising a five-tier model of

human needs. Often depicted as hierarchical levels within a pyramid.

• Physiological needs Are those needs required for human survival such as air, food, water, shelter,
clothing and sleep

• Safety needs Include those needs that provide a person with a sense of security and well-being.
Personal security, financial security, good health and protection from accidents, harm and their
adverse effects are all included in safety needs.

• Social needs, also called love and belonging Refers to the need to feel a sense of belonging and
acceptance. Social needs are important to humans so that they do not feel alone, isolated and
depressed.

• Esteem needs Refers to the need for self-esteem and respect, with self-respect being slightly more
important than gaining respect and admiration from others.

• Self-actualization needs Describe a person's need to reach his or her full potential. The need to
become what one is capable of is something that is highly personal.

MOTIVATIONALAPPROACH TO MANAGEMENT

Intrinsic Approach-Employees who enjoy their job and have genuine interest in what theyre doing
will respond best.
Extrinsic Approach-Is the process in which people participate in an activity for a tangible reward.
Distinct Approach-Motivational approach to ensure Boost worker productivity on the organization
or management.
Distinct approach under Distinct Approach

Authoritarian Approach-Represents the oldest or classical view which compels performance

through threats of penalties for failure. The industrialist was a dictator. He believed that might is right
with in hand the manager controls his subordinates.

Paternalistic Approach-This approach suggests that employees should be treated in a fatherly way
as if the business organization is a family and they are its dependent members. The employees are
given rewards unconditionally

Exchanged Approach-The management or manager will extract work against the threat of penalty
he will enduce the worker to work harder in the hope of good rewards.

Behavioral approach-Rewards and consequences of behaviors,being made to feel part of a team

increases job satisfaction and output.

Humanistic Approach-Is an approach to management theory based on the idea of human needs and
human values.
- Emphasis on personal choice or needs.
Modern Approach- Is a goal setting theory. It includes a modern regulation plan and an adaptive
management strategy based on a new generation of data and tools.
MOTIVATION - is the reason for people's actions, willingness and goals. Motivation is derived
from the word motive which is defined as a need that requires satisfaction. These needs could also be
wants or desires that are acquired through influence of culture, society, lifestyle, etc. or generally
innate. Motivation is one's direction to behavior, or what causes a person to want to repeat a behavior,
a set of force that acts behind the motives.

ACHIEVEMENT MOTIVATIONAL CONCEPT

Achievement motivation can be defined as the need for success or the attainment of excellence.
Individuals will satisfy their needs through different means and are driven to succeed for varying
reasons both internal and external.

McClelland's Human Motivation Theory -McClelland says that, regardless of our gender, culture,
or age, we all have three motivating drivers, and one of these will be our dominant motivating driver.
This dominant motivator is largely dependent on our culture and life experiences. These
characteristics are as follows:

Achievement -Has a strong need to set and accomplish challenging goals. •Takes calculated risks to
accomplish their goals. •Likes to receive regular feedback on their progress and achievements. •Often
likes to work alone.

Affiliation - Wants to belong to the group. •Wants to be liked, and will often go along with whatever
the rest of the group wants to do. • Favors collaboration over competition. •Doesn't like high risk or
uncertainty.

Power - Wants to control and influence others. •Likes to win arguments. •Enjoys competition and
winning. •Enjoys status and recognition.

Nature of leadership

Leadership derives from power and is like, yet distinct from, management. In fact, “leadership” and
“management” are different. There can be leaders of completely unorganized groups, but there can be
managers only of organized groups

Leadership - is to be concerned about values. Followers learn ethics and values from their leaders.
Leaders are the real teachers of ethics, and they can reinforce ideas. It is very important for leaders to
make positive statements of ethics if they are not hypocritical.

ELEMENTS OF LEADERSHIP

Ability to delegate tasks-Often, leaders are perfectionists: they have a particular vision and they
want to drive their staff, and their company, to reach that vision. However, this means that sometimes
they prefer to do work by themselves, rather than sharing the burden with others. But in reality,
everyone could use a helping hand, and the most effective managers and leaders are those that
recognise that they too are human. By delegating tasks to others, the workload is shared and team
spirit thrives. Though there is one caveat: the right task must be assigned to the right person, so that it
can be completed correctly, effectively, and in a timely manner.

Excellent communication-An effective leader is one who communicates well across a variety of
different media – email, telephone, and face-to-face. Staff need to be able to grasp the purpose, the
directions, and the end goal of any project in order for it to be completed successfully. Without
excellent communication skills, managers will have an extremely difficult time establishing and
maintaining a productive work environment. Leaders can attend events in their community to enhance
their communication skills. These events allow them insight into issues that affect them at
management level, a chance to discuss these topics with their peers, as well as prospects for personal
education and development, and valuable networking opportunities

Confidence-Leaders are expected to be the company's backbone by being strong and confident.
Managers are expected to support and carry an organisation through both the good times and the bad,
while still displaying an assertive and positive demeanour. If an enterprise's leader continues to
display confidence despite difficulties, employees will continue to feel comfortable and secure, and
the work atmosphere will remain calm and motivated.

Honesty-An extremely integral aspect of effective leadership is honesty. When a leader makes a
statement or takes a particular decision, all team members must be able to believe that the leader will
follow through and keep his or her word.

Creativity-Though we all strive to hit targets, sometimes things do not go as planned. At these times,
leaders must be able to step up to the plate quickly, and think creatively to come up with stable
solutions, as staff turn to them for support and guide