TOPIC 4:

ORGANIZATIONAL THEORY
AND MANAGEMENT IN PUBLIC
ADMINISTRATION
MYR A D. GAL AN G
ORGANIZATIONAL
THEORY

VS.

MANAGEMENT
WHAT' S THE DI FFE RE N CE?
 DEFINITION
Organizational Management
Theory
MANAGEMENT IS
ORGANIZATIONAL
THE ABILITY TO
THEORY IS THE COMPLETE TASKS
STUDY OF WITH THE ACTIVE
STRUCTURAL SUPPORT OF
ACTIVITIES, AND OTHERS.
AS WITH ANY
DISCIPLINE, IT
SEEKS TO
FORESEE,
COMPREHEND,
AND MANAGE.
ORGANIZATIONAL
AND
MANAGEMENT
THEORIES

CLASSICAL NEOCLASSICAL MODERN

S MT TAT A BTF TOS O OS T
AMT TF S ACSF S ET TT
BT TBR S TA IT
TUC CT/ I T PBS
 Classical (1930s)

1 SCI ENTI FI C MAN AGEME N T TH E O RY

. . . s e e ks t o en ha n ce p r o d ucti o n b y di sco v e ri n g
t he qui cki es t , mo s t e f f i ci e n t, & le a st
e x ha us t i ng i n d us t r i a l me t ho ds.

2 ADMI NI STR AT I VE MANA GE ME N T TH E O RY

. . . i n c l u des pl a n n i n g , o r g a n i z i n g, co mma n d,
coo r di n a t i on, & co n t r o l of the v a ri o us
g ov er nment a l a g e n ci e s.

3 BUR EAURAT I C T H EO R Y
. . . s ug g est t ha t a d mi n i st r a ti o n e xe rts
domi n i on a nd t ha t le g a l co n tro l n e ce ssi ta te s
b ur ea ucr a cy.
 Classical (1930s)

4 THEORY OF U N I T Y AN D CO MMA N D
P OSDCORE = P l a n n i n g , Orga n i z i n g, S ta f f i n g,
Di r e ct i ng , Co o r d i n a t i n g , Re p o rti n g a n d
Budg et i ng .

. . . e n t r us t ed wi t h o r d e r i n g , a dv a n ci n g, &
e n a bl i ng t he r e l a t e d e f f o r ts o f a gro up o f
p e o pl e br oug ht t o g e t he r to a chi e v e se t go a l s.
 NEOCLASSICAL (1950S)
THE ACCEPTANCE
THEORY OF
AUTHORITY
. . . e mp ha s i z ed t he n e ce ss i ty
f or peopl e t o co o p e r a t e . . .
b y deper sona li z a t i o n
. . . a ut hor i t y i s a cce p t e d whe n
wor ker s a r e s a t i s f i e d t ha t
t he i r s peci f i c
THEORY OF
FUNCTIONALISM
. . . bea ur ocr a t s t a ug ht
i n e p t i t ude i s a i d e d
f r om t he l og i c a n d
of r el a t i onsh i p s
THE THEORY OF
BOUNDED
RATIONALITY
. . . " a dmi ni st r a t i v e t he o r y i s
n ow e st a bl i she d & a p p li e d
p s hychol og y o f huma n
cho i ce. "
A j udg ement a n d a ct i o n a re
r e qui r ed. . .
 NEOCLASSICAL (1950S)
COOPTATION THEORY/ THE BEHAVIORAL THE FUSIONS OF
INSTITUTIONAL THEORY THEORY OF THE FIRM FEELING THEORY

. . . des cr i bes t he p r o ce s s o f . . . di s cussed c o a li t i o n Bui l di n g conf i d e n ce wi t h

a n or g a ni z a t i o n g r o wt h a nd exp e ct i o n s t he ma na g er s a n d g a i n i n g
i n cor por a t i ng & sub s umi ng on t he or g a n i z a t i o n . a ccess t o t hei r d e e p e st
n e w a spect s i n t o i t s
con cer ns a r e p r e v a l e n t .
p ol i cy- ma ki ng p r o ce ss . . . . or g a ni z a t i o n r e qui r e s

f our ma j or sub -
s ys t ems or
de p a r t ment s
NEOCLASSICAL (1950S)
SOCIAL ACTION THEORY SOCIAL THEORY FOR
& STRUCTURAL ACTION
FUNCTIONALISM

. . . s oci a l s t r uct ur e t ha t . . . s t u di ed " wor kp l a ce

wor ks t owa r ds l a r g e r s t r e ss ca used b y
s ys t ems g oa l s , s uch a s t he i n t e r r ela t i onshi p s a n d
l a r g er or g a ni z a t i o n o r s t a t us di scr e p a n ci e s. "
s oci e t y.

 NEOCLASSICAL (1950S)
SOCIAL ACTION THEORY THE BEHAVIORAL THE FUSIONS OF
& STRUCTURAL THEORY OF THE FIRM FEELING THEORY
FUNCTIONALISM

. . . des cr i bes t he p r o ce s s o f . . . di s cussed c o a li t i o n Bui l di n g conf i d e n ce wi t h

a n or g a ni z a t i o n g r o wt h a nd exp e ct i o n s t he ma na g er s a n d g a i n i n g
i n cor por a t i ng & sub s umi ng on t he or g a n i z a t i o n . a ccess t o t hei r d e e p e st
n e w a spect s i n t o i t s
con cer ns a r e p r e v a l e n t .
p ol i cy- ma ki ng p r o ce ss . . . . or g a ni z a t i o n r e qui r e s

f our ma j or sub -
s ys t ems or
de p a r t ment s
 MODERN
(2ND HALF OF 20TH CENTURY)

THEORY OF O R GAN I C S Y STE MS O F SOCI AL EXC H AN GE T H E O RY

THE ORGAN I ZAT I O N
Views trade as social behavior with economic
“Developed the "socio-technical approach." and social implications.

No single management strategy works for all All employees are now creating informal
situation. power networks through personal ties &
access to vital resources.
 MODERN
(2ND HALF OF 20TH CENTURY)

PRODUCT- B AS ED S T R U CTU RE OR GANI ZATI O N AL S T RU CTU RE

THEORY
Plans, rules, conventions, & routines become Public institutions must balance
authoritative social directives are now being distinctiveness and integration to be
emphasized, reviews and revisions. effective.
 MODERN
(2ND HALF OF 20TH CENTURY)

TECHNOSTRU CT U R E T H E O RY

They play ten roles classified into three

categories: interpersonal, informational,
& managerial.

...standardize other people's work while

using analytical tools to help the
department adapt

 SOURCE
THE TRANSFORMATION OF
ORGANIZATIONAL THEORIES FROM
CLASSICAL TO
CONTEMPORARY: ANALYSIS IN THE CONTEXT
OF PUBLIC ADMINISTRATION
DAVID CABABARO BUENO

https://www.researchgate.net/publicat
ion/357899721_The_transformation_of
_organizational_theories_from_classical
_to_contemporary_Analysis_in_the_con
text_of_public_administration