(8 rave aio: Te Ban ot mrt ‘Soret ulin Pui amination AB ust, therefore, be geared toward the achievement of these ends Fane ad public administration i expected very mich to tackle this partial responsibilty ra NiclaGons. of reactions to wolations ar. similarly governed by the domestic concepts and practice inherent in any snverned © Along this line, public administration still bas to take RS oti mt es ate i oo tone hae eae te gael cect ain re a Bee aes Posen ennaiern as Sees a) Se ee pra ree ae apa tnt De ree oie naa relations with other world political units. eateries feiieSgorernment to safeguard the national svurity oF some by teal problems of the nation to which the government Othe it acconingy, There are measures which require obedience Ite just and reasonable, others reque acceptance they ele ed Ne zr Ifthe. poltcal geography of itippines wo contest, Pcental government indeed has much dificil Fomine hand, a severely autonomous system of goverment On tod up in some unwanted rifts n the tua picture of the mig re tional unity Worst, separated. as it is by sea, the cert could aso. br divided by consciousness, taking into Sun ee propensity of the Frlipinos for regionalism and vere and pub adminiaon are at old the in ninemsn fe OF vale working together in args rou They are ina way that one becomes almost meaningless without ‘Thus, the ble aims. OY yO mf a people may ao tighten ils bold on any ne religion of Ersantance, the monarch and hi subie one NG, aston daw fom the indy eon ere re ikea sytem — code that ees the Fae ki arrgee bat tne according to the les and a i ing ite otel the guage to apes justice to them nl {Sip the wrongoers™ uh th rong mintrator aparently cannot ust shut co tne relious spect ofthe peop i eo el na Set er dod ope Rae ie eae fxcrment and polis 10 be mot sponte fo the the institution, forms and proce its daily actives. It also inclu nde 1S stlogsamone wvermments, individuals and SOUS. neemest, Sepeber 1, 197,0. 6% tout Heckann "Does Itrational Law Works?” Dive, Vl 4,0. 20971). 65. era, “Changing Toe As," it 6wes ‘The Eeoogy ot rate Aamowtaton BY rte Ainraton Th ao 5 The Ecology of Public Administration Suns sed ys ni ean wh eo mt The Philipines iS a developing country. It & a changing y. Tt exists in a pragmatic, resultoriented environment. So, it changes, the ecology of public administration ssa changes. As cology changes, public administration must concede such opments by generating changes within itself. This Wil, of necessarily generate changes in the government, ‘The government is supposed to represent the people. It rules the name of the people t exists to meet the changing requie: fs OF Its people, particuly In the delivery of governments i cad Sees a pore nt Mirena pea Berar creer eee set ese tc ee i, eee pe ee ohne miners ea een ee SS ‘< ee ps Se cataract ‘Seow on ting eta, Seaton, Pa te oa at sas tt ate, cement a a istration. Bear in mind that the envi ane camo Sf ne i Mn pc ec ga eet oneal sen Neo anys omen to oat Moe mee mewn retyreaemes at of a ane ps chan ene Raxtow a ‘static. The process of social change 1 face a changing patter ‘which come aeos its adm acon wth Is nvm * Addition.” McFarland stress, “the ecological approach ite t0 those theories of ormization which Toke the ton to be, by analogy, a living, dymumic oganksn."= Tengen pa omr es segbbere ctr rte es on Avent, Corporate Plowing: A Prac! Gude (onion: Go ‘en Unt i198). The Need for Vober” in Michael Cus (ed), ‘sew Yost Aton Boot Dison, The Heat Corp 1 MeFarand, Managemen Pile end Prats, 3 York: Te Macs Company. 170) p38solani asia tala ate "met thee Aimieman ae re i oe ote ee fils. To be sure, he would not accept the concept of change Race aera ee en Bcc ce ena ee poeere ie ie A cgetabel the de Perce see eae i meat a aereicreaed ns chapter, therefore ecoloy refers too NER Fe clon of he organs of public amit tnd their environment; and 2. ve ineracton ofthe adnstatr with the rgaiston fol 0 “datingun the 0 ati aa it will be called the external em scat een yonnet wil be kaoen heal sen iurangement. external environment refs ‘organization with its environment was pointed out by Robert exgronment With IBS the orpazational structure of pubic IMMA. Cordon and James. Howellin thi manner. 4 xe cmeation, while internal envsonment refers, the relation: ie samncator with npn. 2 aca tat the sinter can vere feed he mee xtra nronmestofhs ori foe sto Know and understand the eo OFS Son ain tosucted i hs uterine / tr with ae krowete of the S10 ub ination, ie flowing sje wi De dca in {is Car administrators Atitdes on Environment 1) Pesioy and Anita Efectieness 3, Factor or Envronmental Consraits . ‘ve eavtonnent Helps to dete the alematvs onthe tbs of whch buat decisos we made ac ai afte vate ‘oatems "whch supply the ter Tor chong mang Ghee Understand hs emronment Forth fihatd Ea hes ed tha ay of tevin inpatnt too ssn oti bt as pt What seecily sigan about Eel sugeston was ined by McFarland. He said: at heal he nce A eon may oh tent fom te aps ies acti oe enn, Rens he ctl elo sco Seyi cicopr dvi brea Euler, Amol. Toynbee made an obseratin thatthe on tha sured thc wn of eroded ry wee that fice and met stony the calens of het enrr. econ, he mami foe at Sete sare ih tc atte of er siminstate | SSG eee ee ee ) Some socal sles clam. ta scant ipect o effect on the adminis " een or Staples of this In fact, one of the ways 1 ae iter decisions, scoring t0 one of them, is mal ver more of one's environment 7 ewe admiisetion eto survne at allt mus evel ents ints envionment. If this nat possible becom Seton administrator fo control it Fortis, he must e 2nd of onaretina_ 7 Supplants ts wn character Wit ai Scents would eon some aes on fs and administrate structs Fea a ot friable stack to ths rateny of develop however posed by the administrator himself, who would Ml Robert A, Gordon and Janes E, Howl "Bac Elements in he Pac Business” in Robert Dubin (i), Mena Rektons Ada By Retin she, (gewoon Ci, New ery Pane, | ihr Es, Te Moog of Morn Baines New Yok Canin Press, 1960), p.99, a Rag ep 9. ise Arn Toate, A Stay of Hater, si New York: OntordGaventy Bas tony” NMR HYD arpa op et p21‘Wiliam G, Scott and Terence R. Mitchel put itis way’ what one peree ia fiton of bah his past experince and is ned enronment-To some extent he pes contet Tr te capernce and evsnmens are determmed by ob Eine bat ge unering proces or major comune ee ane Corollary to this, they ane further that: rote teal dependent tracing pat, ceatig afi able ‘cr of rlaonhige which poene an inberent let of ‘redaiy alongs coe uci senso Yi ‘This meant that whether the ecology of public adminstr tion will be an asset or 2 ibility to the orgsnization depends Primarily on the atid of th adminiane toward OF Pours, its wll worth mentioning that his attitude wil be govern fin certain degrees, by his perception ofthe situation. MTnese things may. indicate that if ecology i. property ‘managed, it could then bean effective instrament of administra. {on i fclitating the accomplishment of is organizational gol If'not, it could bean administrative constraint or an organization pressure tits operations ad management ‘On this, McFarland sys "Zbereption of the emioerent and the remings witha it we thas an port leven of manage asia deed, any Muna scons ake th fon of flan. oF ees eng, prt he enonment ‘At this point, it shouldbe borne in mind, as McFarland sys that: Tes ar ofthe execute responsi tb lett foes in the extial envionment tates the orrizaton an gale ‘retains delopaaapine mechanisms and srt deve, ‘yam G. Sott aod Terese R, Mice, Qrpnzton Thor: A ‘snc ond Berra Anas, we. Homenced, Minis: Riot Dele te 1972.0 pid, 9. qlFatnd opt, 9.59. fer coping wth hese enone ator an lating tbe tthe Inter proces of ampere ‘An organization mst be deiged in ful vecopition of the pid and dramatic changes io ts environment. Certainly, such opments affect the way the organization perfoms its fed tasks, A‘ a result the organizational values ad tadiions fubjected to pressures of chang. More than ever, to be effec. the organization must pertsit itself to perform a kind of cing its ethos and that ofits environment. Only i this way. it be expected to moct the challenges of the fst changing ‘By constantly adjusting {0 its environment, particularly the ‘of change, public administration shall be Ina better position seve the chatging tequirements ofits people ‘OF this, MeFarand says" ‘The ormizatin consis the manages eda erion- men Therefore onpezatona varbler asp deteranans ‘the manager bane erp Tht the oatzation exits ina pli, eon, ‘Sock and terial engonent which ian nepal par nd to whch mt late [McFarland cals these two kinds of environment also as and external” TOne important thing to remembers what Seott and Mitchell Shout the effet of environment to the organization. They that ‘Some the characteris hat ff the gous behavior and ptm be ly conte bythe retin. ‘This could only be done, of cours, with the administrator the way. Why & thi 30? OF this, Wiliam R. Dil, Thomas 6 a Mi ob Rad St, Gra Sm ace, aking Compan. 1962) halen, Sr wiiam N. Mice, The Buses Execute ine Chong World Yk Amun Mangement Asa, ne, 1965) chap 10 and ene Cabra, The New ida ‘Stre (Bvt oupton Mscot an Miceli,» 116LL Hilton and Walter R. Reitman counsel that by mesting the Ghallengeof the environment and designing it to enhance his Strong characteristics, the manager can bring the company out of Its flue and launch it towards sucess it must be realized by nov, as Robert Dubin stresses that corganzational forms and technology revolutionize the environ- SrrAt of paniation» "In short," Acthur M. Weiner sys, "many ‘vitonmentl factors influence management decisions.” ‘Considering that public administration is an organization by feet by necesity i must reflect the culture and values of its Covitonment. If this cannot be done, it allerative is to change He Both situation, however, call for Cexiblty on its part as it lates itself with its environment. It is noteworthy t© consider {ht this situation ells forthe administrators greater determine- tion to tackle it Certainly, its result can trigger a chain of race tions affecting the entire organization ‘AL this point, ie is worth knowing that William R. Dil,™ Hans'B. Thoreli®® and Jomes D. Thompson. among others five presented theoretical models of organization that give an {important place fo the concept of environment, Tn this regard, McFarland reported: ‘We found thatthe exes envionment is important bec cmt neces a shape the atin of thee ie he ‘enya. Then ay th osu hough afomation amir ‘ot orton from outset ee tape Hs gal ‘Acorn his perrpion of these sls vd hi erpetion ‘iam R. Di, Thoma Lon and Walter R Retna, The New tea of Hair and Development (Enpenood Cis, New Monee Jeney Pretieiafe, 1962)cmapies 7 % See Dubin opt. * ards M. Weimer, Imoduton 10 Buses 4 Approach Winewood, nok Ricard D. , a *Bttns B. Thow, “Oxpnzations! Theory: An Eslogeal Vw: “dcason Management Proceeding, 21h Anal Meeting, 1967 (Bowing Green O10, 1968). 6854 “anes D. Thampon, Orsnztin in Action Oew York: Mow Book Company 1987) Manor Tae, 1959) p37 Witla R. Dil, “ronment on inns om Manageent Auto "Nimbus Sece Quarters, Vol 12 (Match, 1958), pp 409 “Tre lg of Ate Asn 6 of their meanings, the Kecutive’s task environment eeeges™ Harold L. Wiensky* and Willy R. Di? have supplisd bi theoretical insights as t0 the role envio therechansms of foration amr nt PAYS 3 of Emionmental Constains As caer ated, the 0 alar way_whewly ison sape om the nen oP ee pens "hs oan, 1h a Sine crpanzan’s extemal eavconmenal ioomental tors ane follow: edu ep pate oce ca mie. and reliou8. Hower. for purposes of ths book lb alld Sonta fsty afctas ob eno cmintaor nasaig th pul af the onsen Educutonal Consmint, Advanced society snot ee {he eduationsleonstain of envionment. Ths vin spite of cational system being coy matched with ts manpowe ements ah by Trl Kone and Cy Da gays te phenomenon of shea of cto “hey cai that the churacensics of 9 ser el, the avait of specail voestina ‘eke educa, and management development pomam Nesscnits educational motives. rere forever, by doing 30, it will not conform to the nt Of balancing education brainpower Ths ca be compared to the princi of economrom spply "Te ep sats tat when te suply& kas th for ie product wil be higher. Convene. en tte Supply the demand willbe reset For th, the development of erin vl of dustin inthe particu thew pertaining to the development of sills, hasan Important impact on the Pace of op. p58. Mac. Wie, Onentatnl Ieee New ine, 1987. OeSB pete Adar The Bao orm ‘Ta Boley ot Rie Anan 6B economic progress the organization is capable of undertaking. 12 Heereths problem is not only limited to the interention of the a aation’s extemal forces, But also on the county's total ‘itfonel socio-economic development program, itborating on thi, Arsenio P. Talinglan says that technical ski inpies an understanding of and proficiency ina specific kind Sactnity, particulary” those involving methods, approaches; Grosses oe techniques in dealing with education as an external aroeteint™ Thus an administrator must necessary endeavor tO Sense hat required. technial skill of management for the Particular undertaking for which hei responsible, ‘This theoretical knowledge can be obtained only, in most ‘eases though formalized schooling. However, its full develoy ‘Rent is only attained by the administrator thiough his practical ‘perience ia administering the programs of the organization “Tulingdan suggest also that the conceptual sill of an ‘administator should be developed. It involves the ability to see Gh omunittion as a whole. oF the ability to recognize and Kegrate the, nterelationships of any various factors in that Is ote: wl he wider mt ep ten em i hs sdninuat polons, Adminstration tpt her eo ara eg, ne "aise Wikeberragye Pa th ns nd aie eed of i sie tnd ‘veat acl re aya pio Chung meds fe eal count ore tod evo wt fn, lh yr et fre {et scomaned oh Te eng ecg ot ay sing tf pra cap Thus, Wckesbers concer ‘tena as wall tral envionment factor th tol determining theatre, exert, rie Seng etl elec Needles 10 sy, pois and amination are inseparable few admit undetand, hove, 2 le po aa View iy that “polis i eovemmcat el Pas ‘In other words, the administrator, to be effective as such, cing in the government is shaped by them. 7 ‘mus cons the ations. Police shold ever be a problem 10.2 knowledgeable fr nde, pls wo tee in pbc sn if hoknows how to handle ths propery fant wat tamper te eecvenes of ts wincataton Silo Cua Consatt icard A. lohan, Fremont E. tn ons Rove pn a a“ fof a's system the boner ee a which it operates."9 oneal Sapte the thre Ancrcn ator pale annie can be cone bys of wy. soy natn tht maa somo hrs fcsordngy, Dest Yap snes ht soll proces ae ‘A dministator must perceive the significant elements in ny management situation. He should by ten, be capable to act fn any piven way to advance the toward attaining its gous To do that, he must posess the ability to perceive any Ghages that wil happen within the environment of his organiza fiom Only in this manner can he be eapable of gearing the activ: ties of his organization along such developments “LegoLPoltica! Constraint, Most onganiatons, sf not all are govered by lav that are extremely egmplicated. These {iws usually appl to personnel administration. ‘While thee laws were designed to guide the administrator in the management of the organization, in some instances, they IRamper the atunnent ofits administrative efficiency. Ale. Wie Mange Oeste Yok Mex Company, D6 9 hacer a: pid.» 36. Lares, opt nuchal A. Seon, Fremont E, Katt snd Janes, Theory ond Nanagemert2f Sts, 3 ‘Meant, Poy nwa (New York: MeGraw Arsenio P. Tallngan (0), Pale Aarti ond Monagement ix the Pilpines (Quon Cty" Almas Phoenix Puthing Howe, Ic 1918)». 2. nit For the pplicton of tee vs on goxerent penonal i te ‘atic, se Toe P. Leer, Pronnel Admintton i the Govern mt Man: Naicoa Book Str, ine, 1980)tenctive™ In this ways te anstratr, nteracting with th tent oP si tem, capable of moving the oe op Ewe the mens of the OND Ck wy eer eet wy heat moat eta enue, apo the dominating roa, epg, awl sone Hy of the Pe soup ean eed chon, Kast and Rosen st: Le eae ome co lett st eee a tee eae ee fe lee ems cn ett a gers tetie are eee accent Ss eed ott iced = which consists of oe epunm ster cr ees ai alacant Seger ceca ae erate Siatartiemenrome factors ares follows: tude of the society towards manages: A Tee eminent views of authority and subordinates 3 Tae een to which cooperation between YaNOUS BOW? isa way of it * ambos ‘Airintreion Ce a le tn ne 9A hon Kas ad Reeve om. 08 etapa. 824, + Johrson, Kait and Rosenzweig op. cit. pp: 43-4. ‘jected toot 06 ODooel, 97 “The son of ie Adminnaton ‘The view of achievement; ‘The extent of snflexible class structure and individual clas structure and individeal mobility ‘The view of scentifewnethod: The view of rik: ‘The view of change Moreover, due to varying beliefs, values or culture of the ple, these factor, many social scientists fam, could either tribute to the building of the constructive atmosphere orto failure of administration. ‘Als, Yap had observed that clture affects the individual ‘traditions he has learned shared and valued ‘Certainly, many administrators agreed. that studying the sre of the place is an important responsiblity. tn fact, itis a “organizations deal with, The customs, traditions, and vals Toeal people need to be understood by them, as well as to iy respected na ood (debt of gratitude) and hiya (shame). ‘Cleary, then, skill in human relations is essential to effective tion in all levels ofthe oranization. OF tis it should ted out that an individual withthe highly developed skill ‘lations ie expected to be fully avare not only of his tities, assumptions, belies, and values, but also of others. indeed, since an administrator interacts with the people of ion whose attitudes sometimes difer from him and c¢ people of the organization, he needs to develop such (Of course, the development of the sil depends upon his ston to achieve proficiency in is job imomieConsrant. Economic stability is a significant fe variable, Tes accepted by many that money i the f= fof any organization. By that alone its elear that it isan 3 economic environmental factor. Drepating the development plans of the oeanization, the for Is required to commit, by necesity, not only the For al dicuson ofthe facto RN, Fane ad BM. Rh Comparative Monaemont and cmon Progress (onewoed. Mi je. evi, In 1968), ap. 92