436779351-ECOLOGY-OF-PUBLIC-ADMINISTRATION-pptx.pptx

ecology

1. ECOLOGY OF PUBLIC ADMINISTRATION

2. Ecology is a concept borrowed from the field of biology, in which the term refers to the study of organism in relation to its environment. The analogy between biological ecology and management ecology is, however, imperfect. What is Ecology?

3. The reason is that in contrast to biological organism, human organizations show greater propensity to change and modify their environments instead of adopting to them or being subject to them. Therefore the individual and his organizational environment are in a complex state of interaction with its environment.

4. McFarland stressess , “Ecological approach lends itself to those theories of organization which take the organization to be,by analogy, a living, dynamic organism.”

5. Interaction of the organisms to public administration and their environment; Interation of the administrator with the organix a zation itself. Ecology refers in two things :

6. Organizational environment called as External environment - External environment refers to everything outside the organizational structure of public administration. 2. Individual environment known as Internal environment. - Refers to the relationship of the administrator with his organization. Types of Environment

7. 1. The Administrator's Attitude on the Evironment 2. Ecology and Administrative Effectiveness 3. Factors of Environmental Constraits Basic knowledge of the Ecology of Public Administration

8. Some social scientist claim that the environment has significant impact or effet on the administrative process. They have cited many examples f this. In fact, one of the ways to make better decisions, according to one of them ,is “to” take control over more of one's environment”. The Aministrator's Attitudes on the Environment

9. The most formidable obstacle to this strategy of development however, is posed by the administrator himself, who would like to pursue the status quo in the organization for his personal benefits. To be sure , he would not accept the concept of change for it develops in him a certain ddegree of uncertainty. This is one instance in the life of the organization where the leadership of the administrator is put to a test.

10. The eniveronment helps to determine the alternatives on the basis of which business decisions are made and also affectsw the vlue systems which supply the criteria of choosing among these alternatives. According to Robert A. Gordon and James E. Howell;

11. Richard Eells has also suggested that a study of the environment is important not only for its scientific or theoretical interest but also for its practical meanings for them.

12. Clearly the executive and his organization may both benefit from the experience difficulties with thier relationships to the environment. Among the practical benefits of the environment is the way it challenges and stimulates the individual. McFarland also said;

13. The perception of an individual depends primarily on what one sees. What one sees, however , depends on what one would like to see. - Arnold J. Tonybee

14. what one percieves is a function of both hs past experiences and his immediate environment. To some extent the specific content of these experience and environments are determined by one's culture, but the underlying processes or major contributing factors are the same. William G. Scott and Terence R. MitchellI put it this way;

15. the individual cannot be undrstood apart from his environment. In fact, the person environment forms a syndrome, two or more mutual dependent interacting parts, creating a fairly stable sturcture of relationships which possesses an inheret potential of predictability as long as one is sufficiently sensitized to it. They argue further that;

16. Perception of the environment and the meanings within it are thus an important element of management action. Indeed , many managerial actions take the form of influencing, or even creating ,aspects of the environment. Macfarland says that;

17. It is part of the executive responsibility to be alert to forces in the external environment that affects the organization and its goals. Organizations develop adaptive mechanisms and structural devices for coping with these envieronmental fctors and relating them to the internal process of management.

18. Ecology and Administrative Effetiveness An organization must be designed in full recognition of the rapid and dramatic changes in the environment.Certainly, such developments affect the way the organiation performs its assigned tasks. As a result, the organizational values and traditions are subjected to pressures of change.More than ever to be effective, the organiation must permit itself to perform a kind of balancing its ethos and that of its environment.

19. Only in this way could it be expected to meet the challenges of the fast changing world. By constantly adjusing to its environment, particularly the forces of change,public administration shall be in a better position to serve the changing requirements of its people.

20. MacFalrand says; The organization constitutes the manager's immediate environment. Therefore organizational variables are important determinants of the manager's behavior.But there is also the environment of the enterprise itslef. That is , the organization exists in a political, economic, social, andtechnical environment of which it is an integral part and to which it must relate.

21. Robert Dubin stressess that organizational forms and technology revolutionize the environment of organization. Arthur M. Weiner says, many envirnmental factors influence management decisions.

22. Considering that public administration is an organization by itself, by necessity it must reflect the culture and values of its environment. f this cannot be done , its alternative is to change it .Both situation, however, call for flexibility on tis part as it relates itself with its environment. It is noteworthy to consider that this situation calls for the administrator's greater detemination to tackle it. Certainly, its result can trigger a chain of reactions affecting the entire environment.

23. MacFarland reported; We found that the external environment is important because it contains influences that shape the behavior of those insiede the cmpany. The main way this occurs is through information coming into the organization from outside that helps it shape its goals.According to his perception of these signals and interpretations of thier meanings , the executive's task environment emerges.

24. Factors of Environmental Constraints Environmental Constraits -This is in spite of its educational system being closely matched with its manpower requirements. As seen by Harold Koontz and Cyril O'Donnell there is always the phenomenon of a shortage of educational brain power. They claim that the characteristics of the society, the presence of literacy level, the

25. the availability of specialized vocational training, higher education, and management development program could lessen its educational motives.

26. Arsenio P.Talingdan says that; Technical skill implies an understanding of and proficiency in a specific kinf od activity, particularly those involving methods, approaches , processs or techniques in dealing with educationas an external contraints.

27. He also suggested that the conceptual skill of an administrator should be developed. It involves the ability to see the organization as a whole or the ability to recognize and integrate the interrelationships of any various factors in that orgization. In other words, the administrator, to be effective as such must recognizes the relationships. An administrator must perceive the signifiant elements in any management situation.

28. Legal-Political Constraints Albert K. Wickesberg says; the task and duties required of the firm if it is to survive and remain successful are continualy in flux in response to the changing needs and of the externel, environment,the interests and personalities within the firm, and the goals as these are formulated and reformulated for the firm. The result is an ever-changing, continually adjusting set of personal relationships.

29. He concluded that; External as well as internal environmental factors thus play a role in determining the nature extent andeffectiveness of the individual's authority. Politics and adminstration are inseparable very few administrator's understand, however ,as a Filipino author views it, that “politics is government itself: thus decision-making in the government is shaped by them.

30. Politcs should never be a problem to a knowledgeable administrator. Indeed ,politics would be an asset in public administration, if he knows how to handle this properly. If not, it will ,ofcourse, hamper the effectiveness of his administration.

31. Socio- Cultural Constraints Benita Yap states that social processes are interactive. In this wa, administrator, interacting with the other members of his social system, is capable of modifying the behavior of his group. The extent to which such interaction is reciprocal depends, of course ,upon the dominating character posessed by each person, as well as on the rigidity of patterns of the group behavior.

32. JOhnson, Kast and Rosenzweig “ Broadly speaking, we are recognizing thaat mans is just a subsystem of the universe and tha his actions may have ignificant adverse implications for his environment , other living orgaisms,and all mankind.”

33. R. N. Farmer and B.M. Rchman Large number factors of that pronounced the behavior, as well as the tie of relationship between the administrator and subordiantes.These factors are as follows; 1. The general attitude of the society towards managers. 2. The dominant views authority and subordinates

34. 3.The extent to which cooperation between various group is a way of life. 4.The view of achievement 5. The extent of inflexible class stucture and individual class structure and individual mobility 6. The view of scientific method 7. The view risk 8. The view of change

35. Due to varying beliefs, values or culture of the people , these factors ,any social scientist claim, could either contribute to the building of the constructive atmosphere or the failure of administration. Clearly the skill in human relation is essential to effective administrationin all levels of the organization.Of this, it shoud be pointed out that an individual with the highly developed skill in human relations is expected to be fulu aware not only of his own attitudes, assumptions, beliefs and values, but also to others.

36. Economic Constraits Economis stability is a signifantv economic variable.It is accepted by many that money is the life- blood of any organization. Utilization of production factors is also an economic environmental matter of great significance.He should, therefore, consider production factors, such as factor endowment, the extent to which the country has available natural resources,

37. adequate and useful labor, capital which can be employed for efficient production, or the extent to which social overhead capital is available. That is, the supplu and quality of public utility-type services.

38. Religious Constraint religion can be considered as one of the constraints or outside forces that creates a problem to the effetiveness of public administration. One of the inalienable rights of every Filipino is the freedom to exersice one's religious belief. This right is mandated,sanctioned and protected by the Constitution of the Philippines.

39. It says in its Section 8 Article III,entitled Bills of Rights No law shall be made respecting an establismend of religion, or prohibiting the free exercise thereof.The free exercise and enjoyment of religious profession and worship, without discrimination or preference, shall forever be allowed. No religious test shall be required for the exercise of civil or political rights.

40. Unfortunately, there are some experiences in the past that show that the implementation of some programs of the government ran counters to constitutional rights. However, these conflicts have been caused by different interpretations of these provisions.

41. The END! And I Thank YOU! Prepared By : Renaira Mae A. Atilano