BEHAVIOURAL ALTERNATIVE MODEL The traditional theories in public administration were influenced by the scientific management movement.

The theories right from F.W. Taylor down to Max Weber laid emphasis on the mechanical aspect of work. They have taken a rather simplistic view of administration leading to efficiency, advocating that efficiency and economy can be achieved by following specific principles of management. The behavioural theorists, who were influenced by the human relations movement in public administration, critically evaluated and opposed the earlier theories as being mechanical. Herbert Simon, who was influenced by this human relations movement and also by the writings of Chester Bernard, developed the behavioural theory of administration. Simon ,has been, in his behavioural alternative model, basically concerned with the behaviour of organization as goal-oriented and adapted entity. He , focuses on the cognitive aspect of organizational operation and emphasizes on problem solving and rational choice. Simon introduced the concept of satisficing behaviour in organizations where individuals seek to attain a satisfactory level of performance. Simons behavioural alternative is also intimately related to the problem of decision-making. Thus, Simon is widely known for his behavioural alternative model which entails the rational decision-making. Imagining the environment of the decision as a set of premises upon which the decisions are based, Simon distinguishes between two kinds of decision premises. They are factual premises and value premises. Factual premises are subject to empirical testing, whereas the value premises are not subjected to such tests. The former are concerned with the choice of means, the latter with choice of ends of actions. Behavioural Alternative Model differs from the traditional ends-means approach where the initial stipulation of ends forecloses unduly the courses that are considered, and to the same extent draws the officers attention always from the actual situation in which he is placed in constructing his behavioural alternative model, Simon conceives administration largely in terms of planning. Simons behavioural alternative model is not free from blemishes. There are difficulties in measuring the cost and consequences of government actions in many instances. In the practical world of administration, the elaborate search process may not be feasible as there is always a demand for immediate action than cruel contemplation. Yet, with all these imperfections, Simons model has greatly encouraged the need for the use of various management techniques in public- policy making: and the policy science has received an initial impulse from his formulation.