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Though there are different approaches to the field of public administration, this interdisciplinary subject nowadays has a quite strong theory that tries to take into account not only management subjects, but also the mix of administration, policy making, and politics.
The basic aspects of organization theory
The terms public and private convey very different connotations to the general public. Public organizations are pictured as wasteful; private organizations are often presented as efficient. Yet these perceptions of their differences do not withstand careful scrutiny. Both types of organizations have much in common.
Organization as bureaucracy
Whether in business or government organizations, a dominant form of any administration is bureaucracy. Bureaucracies are generally defined as organizations that are large, hierarchical in structure, provide each employee with a clearly defined role and area of responsibility, base their decisions on impersonal rules. Bureaucracy has promise but it may also create problems and abuses of power, especially in the absence of effective coordination.
Organization as a dynamic change
Then, both public and private organizations have a dilemma – the need for both stability and change.
All organizations resist change as organizational change is often painful and destructive. Despite the need for new ideas, new approaches, and new types of employees, stability need usually dominates in organizations. And the forces of stability are stronger in public organizations.
Organization as human relations
Both organizations, especially public organizations, are crowded with individuals.
Individuals bring to organizations a complex mix of needs (both fundamental needs, as food, shelter, health care, and our highest spiritual needs to belong to a social group and to contribute to it). To attract and keep people and to encourage dependable and innovative performance, organizations must take into account individual needs and motivation and satisfy them.
The social rewards of some jobs are more obvious than others. Jobs with greater variety, responsibility, and challenge are inherently more rewarding while routine can generate lack of interest and boredom, and managers should take it into account.
Organization as a structure of subgroups
Most work in organizations depends on ensemble rather than solo effort, and is a mix of collaboration and interdependence.
There are two basic groups in organizations: formal and informal.
Formal groups (departments, committees) are identified and selected by organizational leaders, and their major characteristics are organizational legitimacy and task orientation.
Informal groups (sport groups, common lunch hours, etc.) are not created by management but evolve out of the rich social environment. Though people in these groups get together to share common interests, not to work, their activities in them have a profound effects on work and are as important as formal assignments.
Summing up what has been said, it is important to underline that the theory of public administration is very diverse, is rapidly developing and depends much on what we know about why humans behave as they do when they interact with each other.