Chapter 10: Conclusion and Recommendations
2.2 PUBLIC ADMINISTRATION
2.2.3 Historical Perspective
2.2.3.3 The Contemporary Approach
Table 2-1: A comparative analysis of the Classical and Neo-Classical Approaches.
CLASSICAL APPROACH NEO CLASSICAL APPROACH
Focused on separation of politics from administration (politics-administration dichotomy).
Value-fact dichotomy. Ignored the political environment. Instead focused on organisational structure, human behaviour, interpersonal relationships and management.
Emphasised executive decision-making. Emphasised Participatory decision-making.
Supervision should be production-oriented. Supervision should be “employee-oriented”.
Specialisation. Job enlargement, by expanding functions
performed.
Control and coordination (centralisation). Wider span of control (decentralisation).
Less focus on human needs in an organisation.
Put human needs at the forefront.
(Table developed by author, information sourced from Fry, 1989: 5-6 and Roux et al, 1997: 19-27).
traditional leaders, and many more. Internally, it is affected by factors such as human resource development systems, financial transformation and integrated service delivery. This means that to be effective, local government policies must take into account the environment within which it exists.
This approach led to the “New Public Administration” concept. This school of thought advocated principles such as proactive administrators, concern for clients as well as social equity. Ignited by the conference organised by Dwight Waldo in 1968, the New Public Administration revolves around various themes, such as participation, decentralization and representative bureaucracy (Coetzee, 1988: 40 and Fry, 1989:
234). The notion of New Public Administration was thus aimed at making the study of Public Administration relevant to the needs of a changed society. The contemporary approach added the dimensions of communications and decision- making to the administration process (Coetzee, 1988: 39-40). According to Roux et al (1997, 31-33), organisations that operate in an open system are characterized by environmental awareness, feedback, growth and development. This approach goes beyond considering efficiency, effectiveness and good administrative techniques as concerns in public administration. Instead, it focuses on social equity as a normative standard that makes equity in the delivery of public services the criterion for judging the value of administrative policy (Chandler & Plano, 1988: 33).
According to Chandler and Plano (1988: 33-34), classical public administration asked two questions of public policy: (i) can better services be offered with available resources? (ii) can the level of services be maintained while spending less? In addition to these questions of affordability and sustainability, the New Public Administration asked a third question, whether the services enhance social equity.
Social equity refers to equitable and equal treatment of all concerned. This implies that in taking policy decisions, public managers should focus on how each service improves the power and welfare of disadvantaged groups (Fox & Meyer, 1995: 120).
This approach has been adopted by states, where emphasis on policy and programmes is on ensuring equal distribution of the resources as well as redressing the imbalances of the past, while trying to maintain economy and efficiency. Taking into account this
country where social equity in public service delivery was not an issue during the past regime.
Considering Batley‟s (in Devas and Rakodi, 1993: 176) assertion as far as the transformative role of government is concerned, this study attempts to provide recommendations on how Polokwane Municipality can promote development and transformation through proper policies for the management of its informal business sector. In developing policies for managing informal businesses, the municipality is not expected to maintain the status quo. Policies should instead be affordable, sustainable and enhance social equity. In short, policies should be developmental in nature because public institutions are expected to be agents of change.
The following lessons emerge from the analysis of the various approaches:
The evolution of Public Administration is interesting in that it has indicated that some of the challenges faced by public institutions in the past still exist.
For example, there is still an outcry that public institutions are corrupt, not efficient and effective. It is on this basis that there is now, more than ever before, emphasis on efficiency, effectiveness and economy (three Es) in public institutions. This is indicated in various policies and legislations in South Africa that aim to ensure that public institutions are governed by the principles of efficiency, economy and effectiveness. Section 195(1) of the Constitution for example, mandates public institutions to use resources efficiently and effectively.
There is an outcry that South Africa has very good policies, yet the quality of life of most people remains bad. South Africa is even praised of having one of the best Constitutions in the world. This supports the fact that was raised by Woodrow Wilson that it was easy to develop laws, policies or regulations than to implement them. This means that when developing a policy to address any societal problem, it is critical to ensure that the policy can be implemented.
Good policies (on their own) do not bring any change. It is only the implementation that will effect change in people‟s lives.
Organisational structures as seen today have been largely influenced by both the classical and neoclassical period. One finds in institutions more centralised control with authority concentrated at the top echelon. At the same time, human resource development policies have been largely influenced by the behavioural (Neo-classical) approaches.
The element of social equity is critical, particularly in countries like South Africa, where there is a need to redress the imbalances of the past. When developing a policy, the policy should promote equity, ensuring that the marginalised and disadvantaged benefit.
Organisations are open systems. As a result, a policy cannot be developed in isolation from the environment in which it will be implemented. When developing a policy, the influence of the environment (in respect of inputs and outputs) should be considered. There should also be mechanisms of providing continuous feedback to the environment with regard to each policy developed and implemented. Five concepts that would be fundamental when developing an effective policy would be ensuring clear objectives, consideration of the environment, availability of resources, clarity of components (role players) and management (Henry, 1995: 151).