PA; BUREAUCRACY

Weber’s Bureaucracy: Definition, Features, Benefits, Disadvantages and Problems

Article shared by Smriti Chand

Weber’s Bureaucracy: Definition, Features, Benefits, Disadvantages and Problems!

It was Max Webber who propounded the bureaucratic theory of organisation and management.

The term ‘bureaucracy’ has been widely used with invidious connotations directed at government and business. Bureaucracy is an administrative system designed to accomplish large-scale administrative tasks by systematically coordinating the work of many individuals. Weber has observed three types of power in organisations: traditional, charismatic and rational-legal or bureaucratic. He has emphasised that bureaucratic type of power is the ideal one.

Features (Characteristics) Of Weber’s Bureaucracy:

Weber has given a number of features of bureaucracy. Accordingly, following features suggest the characteristics of bureaucratic organisations.

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1. Administrative Class:

Bureaucratic organisations generally have administrative class responsible for maintaining coordinative activities of the members.

Main features of his class are as follows:

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(i) People are paid and are whole time employees,

(ii) They receive salary and other perquisites normally based on their positions,

(iii) Their tenure in the organisation is determined by the rules and regulations of the organisation,

(iv) They do not have any proprietary interest in the organisation,

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(v) They are selected for the purpose of employment based on their competence.

2. Hierarchy:

The basic feature of bureaucratic organisation is that there is hierarchy of positions in the organisation. Hierarchy is a system of ranking various positions in descending scale from top to bottom of the organisation. In bureaucratic organisation, offices also follow the principle of hierarchy that is each lower office is subject to control and supervision by higher office.

Thus, no office is left uncontrolled in the organisation. This is the fundamental concept of hierarchy in bureaucratic organisation. This hierarchy serves as lines of communication and delegation of authority. It implies that communication coming down or going up must pass through each position.

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Similarly, a subordinate will get authority from his immediate superior. However, this hierarchy is net unitary but sub-pyramids of officials within the large organisation corresponding etc. functional divisions exist.

Thus, there are offices with the same amount of authority but with different kinds of functions operating in different areas of competence. For example, the Government organisations, we can observe separate offices looking after particular functions. This happens in business organisations too.

3. Division of Work:

Work of the organisation is divided on the basis of specialisation to take the advantages of division of labour. Each office in the bureaucratic organisation has specific sphere of competence.

This involves:

(i) a sphere of obligations to perform functions which has been marked off as part of a systematic division of labour;

(ii) the provision of the incumbent with necessary authority to carry out these functions; and

(iii) the necessary means of compulsion are clearly defined and their use is subject to definite conditions.

Thus, division of labour try to ensure that each office has a clearly-defined area of competence within the organisation and each official knows the areas in which he operates and the areas in which he must abstain from action so that he does not overstep the boundary between his role and those of others. Further, division of labour also tries to ensure that no work is left uncovered.

4. Official Rules:

A basic and most emphasised feature of bureaucratic organisation is that administrative process is continuous and governed by official rules. Bureaucratic organisation is the antithesis of ad hoc, temporary, and temporary and unstable relations. A rational approach to organisation calls for a system of maintaining rules to ensure twin requirements of uniformity and coordination of efforts by individual members in the organisation.

These rules are more or less stable and more or less exhaustive. When there is no rule on any aspect of organisational operation, the matter is referred upward for decision which subsequently becomes precedent for future decision on the similar matter. Rules provide the benefits of stability, continuity, and predictability and each official knows precisely the outcome of his behaviour in a particular matter.

5. Impersonal Relationships:

A notable feature of bureaucracy is that relationships among individuals are governed through the system of official authority and rules. Official positions are free from personal involvement, emotions and sentiments. Thus, decisions are governed by rational factors rather than personal factors. This impersonality concept is used in dealing with organisational relations as well as relations between the organisation and outsiders.

6. Official Record:

Bureaucratic organisation is characterised by maintenance of proper official records. The decisions and activities of the organisation are formally recorded and preserved for future reference. This is made possible by extensive use of filling system in the organisation. An official record is almost regarded as encyclopedia of various activities performed by the people in the organisation.

Benefits of Bureaucracy:

The following are the advantages of Bureaucracy:

1. The rules and procedures are decided for every work it leads to, consistency in employee behaviour. Since employees are bound to follow the rules etc., the management process becomes easy.

2. The duties and responsibilities of each job are clearly defined there is no question of overlapping or conflicting job duties.

3. The selection process and promotion procedures are based on merit and expertise. It assists in putting right persons on right jobs. There is optimum utilisation of human resources.

4. The division of labour assists workers in becoming experts in their jobs. The performance of employees improves considerably.

5. The enterprise does not suffer when some persons leave it. If one person leaves then some other occupies that place and the work does not suffer.

Disadvantages of Bureaucracy:

The following are the disadvantages of Bureaucracy:

1. This system suffers from too much of red tape and paper work.

2. The employees do not develop belongingness to the organisation.

3. The excessive reliance on rules and regulations and adherence to these policies inhibit initiative and growth of the employees. They are treated like machines and not like individuals. There is neglect of human factor.

4. The employees become so used to the system, they resist to any change and introduction of new techniques of operations.

Evaluation:

Weber’s model will be performed in those enterprises where change is not anticipated. Big business houses and government departments use this type of organisation. Weber is credited for attempting to develop Bureaucratic model for the first time.

Weber’s model has some drawbacks. It has rigidity, impersonality, excessive cost of control, excessive dependence on superiors, tendency to ignore organisational goals. Inspite of these limitations this model is very useful in large enterprises.

Problems in Bureaucracy:

Bureaucracy organisation has been considered once superior than ad hoc or temporary structure. It has been termed as rational and ideal leading to efficiency. The efficiency in bureaucratic organisation comes through rationality and predictability of behaviour because everyone knows the consequence of his action become actually the action is undertaken.

However, bureaucracy has been criticised because of its inefficiency and has been termed as a symbol of inefficiency. There are many dis-functional aspects of bureaucracy which is referred to as bureau pathology.

Looking into the needs of modern organisations, bureaucracy has many shortcomings and is, therefore, not suitable. The major problems of bureaucracy are because of the following factors: invalidity of bureaucracy assumptions, goal displacement united consequences, in human and closers-system perspective.

Invalidity of Bureaucratic Assumptions:

In fact, the source of bureau pathology lies in the invalidity of various assumptions of ideal bureaucracy. Many authors have questioned the validity of bureaucracy. In most of these cases, either the conditions are not found in practice, or even if found, may not result in efficiency.

Specially the following aspects of bureaucracy work against efficiency of the organisation, though they are supposed to contribute to efficiency:

1. Rules are normally provided for guidelines but often they become source of inefficiency because of too much emphasis on rules, their misuse, and people’s apathy from rules.

2. Rigid organisational hierarchy works against efficiency. It overemphasizes superior- subordinate relationships unnecessarily which is detrimental to congenial organisational climate.

3. In dealing with people, total impersonal approach cannot be adopted because people have feelings, emotions and sentiments which affect decision. Thus, people cannot work totally according to rules and prescriptions.

PA; APPROACHES OF P/ADMINISTRATION

Approaches in Public Administration

July 25, 2010 by blessan

Introduction

The approaches to the study of Public administration can be categorized from many angles such as normative approach and empirical approach. Normative approach concentrates on what public administration should be. Empirical approach sets its eyes on description and analysis of actual administrative Situations. Another classification of approaches is based upon the objects of study the individual scholar seeks to emphasize, such as;

1. Philosophical approach
2. Legal approach
3. Historical approach
4. Scientific approach
5. Case Method Approach
6. Institutional and Structural Approach
7. Behavioural Approach

Philosophical Approach

The Philosophical approach takes within its purview all aspects of administrative activities. Its goal is to find out and enunciate the principles or ‘ideals’ underlying these activities. This approach is found in Locke’s ‘Treatise on civil Government’, Plato’s ‘Republic’, ‘Hobbes’, ‘Leviathan’, etc. The philosophical approach is perhaps the oldest approach to public administration as of all other social sciences.

Legal Approach

The legal approach is the systematically formulated approach and traces its ancestry to the European tradition of rooting Public administration in law. Public administration was considered to be a part of law, concentrating on legally prescribed structure and organization of Public authorities. This approach was formed at a time when the functions of the state were narrowly limited and simple in nature. The legal or juristic method is mostly used in France, Germany, and Belgium. These countries have a long tradition of administrative law. The administrative law is an important branch of Public law and is conceived in quite broad terms so as to include the organization and functions of public authorities and with the problem of their correlation, powers and responsibilities. Public administration is considered to be a part of administrative law and as such it is studied in the legal framework. In India also the administrative study was mainly preoccupied with the legal foundations of administrative authority and its procedures and was narrower in its scope than that of European continent because there law itself was conceived in broad sociological terms whereas in India, it had a narrow juristic connotation.

Historical Approach

The historical approach to the study of public administration Seeks to recreate a segment of history. It Studies the public administration of the past with a particular time span, organizing and interpreting the information in a Chronological order. This approach naturally commands a powerful attraction in a society having rich past and can be valuable in identifying the uniqueness of the administrative system.

Scientific Approach

Public administration like many other social sciences makes use of the inductive method of proceeding from particular to general through observation for collecting the data, classification of data and verification of the hypotheses. The scientific management movement gave a great fillip to the use of this method in the development of effective techniques of organization and management and of budgeting and supply. Administration was separated from politics. It was treated as a mechanical organization and was subjected to the rigours of laws of mechanics. Although the Study of public administration has now passed off the Stage of scientific management fad, many activities of the office management, accounting and control of material and supply are still determined on the scientific principles. Measurement of work, time and motion studies, work flow charts, cost accounting and opinion sampling and polls are the techniques based on the Scientific and technical method for the solution of administrative problems.

Case Method Approach

A case is a narration of what has actually taken place in administration, keeping in fact the context and all relevant dimensions. Ably, handled, the case method approach is a sensitive one, seeking as it does to reconstruct the administrative realities and gives to students a flavour of the administrative Process. The case approach has been motivated by a commitment to the objectives and methods of social sciences. It has been shaped also by a considerable sensitivity to traditional concerns of humanities and by practical interest in pedagogy as against research. The case method to the study of public administration began to be popularized in the thirties. The case method has come to stay in public administration, but it cannot become the dominant approach. In Public administration, case study is essentially historical method. It is a method in which an administrative decision, in any given question or issue, is made the focal point for historical exposition. Its aim is to point out as to what factors or considerations- political, economical, and personal or any other-influence the decision of the administrator and also to know the process of decision or policy-making. The case as presented to the student in the file on monograph comprises every possible aspect of the situation. It is best presented as a running account embodying explanations of various procedures as they occur in relation to the circumstances. It provides the student with indications concerning the legislative and institutional framework within which the problem to be solved by the administrative agencies arises. It also, wherever possible contains notes to help the analyst understand the psychological back-ground, the characters of the people who took part in the case, the tensions among the staff of the administrative organization concerned, and other factors. The account as a whole is intended to reconstruct and explain, with reference to the greatest number of identifiable factors, the initiation, procedure and conclusion of the operation concerned and more specially, the process of formalizing the administrative decision. The case histories are prepared with the help of relevant documents and files, inquiries and interviews with officers concerned and all other sources of the case. ‘Public Administration and policy Administration’ published by the interuniversity case programme of the United States was a pioneering use of this technique. Following this several national institutes of public administration of various countries have launched their own study programme. Early in the sixties the Indian Institute of Public Administration (I.I.P.A) brought out three books on case studies the I.I.P.A and the National Academy of Administration have prepared about eighty case studies in memography form for their training use. The I.I.P.A recently published four more volumes of its case Studies. Some of the limitations of this that, re-living another person’s life through case studies never succeed. Secondly, the most significant part of a decision is the agony of it; one cannot re-lire the agony anxiety and put himself in another individual’s position.

Institutional and structural Approach

This approach to the study of public administration is the oldest and in point of number, it has the largest following. But it is least homogenous of all schools of public administration as it includes among its protagonists, teachers and research workers with varied training, ranging from political scientist to specialists in scientific management techniques. The common features of this school which distinguishes it from other schools of administrative thought. These features are of follows

1. The followers of this school took policy administration dichotomy quite seriously. They defined the task of administration as nonpolitical or technical which lay merely in carrying out the will of political authority by either neutral means. They directed all their efforts to discover ‘principles’ of public administration.
2. The early work of this school is characterized by an empirical and pragmatic approach. Their sole aim was to describe a set of facts and not to build any theories. This view prevails particularly in United States during the period between the two world wars and its greatest exponents were Leonard.D.White and Luther Gulick.

Since the fifties of the last century, there has been a shift in this approach. Although the study has retained its institutional character, yet the policy administration dichotomy has been qualified after being found too hasty. More attention is now being given to the normative aspects of public administration and administration is being viewed as an element in political theory and the accepted political Values. Scholars like John. M. Gaus and Paul Appleby of this school have frankly given up the technical view of public administration and they approach public administration from the broad political standpoint.

Behavioural Approach

This approach examines public administration by studying individual and collective human behavior in administrative situation. It brings to bear upon administrative problems on inter-disciplinary approach which includes Sociology, individual and social psychology and cultural anthropology. Originated in the United States this approach focuses on the actual behavior of persons and groups in organizations and has four Characters which are of follows

1. The increased attention to the individual and his relationship to the administrative organization in which scientific-management approach tended to consider him rather as a thing or a means, without taking in to account the different aspects of his personality and his relationship to interests and social group other than the administrative organization in which he worked. Increased attention to the individual in administration is based on more realistic research concerning motivation, decision making process and nature of authority.
2. Administration is studied as a social system with the result that whereas formerly attention was concentrated exclusive on formal and rational relationships of the organization, now informal relationships of men in the organization receive equal attention.
3. On account of these developments, more importance is given to communication. This is understandable because an administration is described as a complex aggregate of human relations. Under the traditional approaches the only recognized means of communication were the formal orders and circulars issued by the superior to the subordinates and reports and returns submitted by the subordinates to their superiors. But under the new approach, the informal means of contact and communication receive of as much attention as the formal ones.
4. Replacement of the theory of Sovereignty by that of legitimacy. The concept of political sovereignty had given birth to the theories of hierarchical structure, line of authority, chain of command, delegation and others. Under the new approach, there is an increasing tendency to analyse the reason why given persons, considered individually and collectively, feel that they must obey orders. Thus emphasis is put on administrative leadership and motivation.

In this method a new approach is followed by comparing the behavioral pattern of public administration in different countries, this comparative method has been used in studying the contemporary system of government and administration. The Behavioural science and the case study approach has impacted a distinct shift in the techniques of comparative approach in which the normative study of comparative administration merged gradually into the empirical and explanatory writings on different administrative systems. The recent trend is towards a nomothetic approach whereas earlier it was towards ideographic approach. Ideographic approach showed interest in concrete situations, case studies, area information and particular facts while the present emphasis is on theory or testable propositions which assert regularities of behavior and correlation between variables. The new trend involves a greater interest in the environment factors as they interact with public administration. It is now realized that these factors conditions and are conditioned by governmental behavior and hence their study is an essential part of study of public administration.

The Consensus Approach

The principles of public administration developed at the time were devices suggested to achieve efficiency. This efficiency-oriented approach coupled with the anti- patronage movement was strengthened by the view that policy making and policy implementing are two different things. Policy –determining was considered to be field of politics, and policy-implementation, the field of administration. It is now accepted that administration is involved in policy formulation also. It is now wrong to say that policies can be formulated without the advice or assistance of administrative staff .The whole theory of ‘delegated legislation’ disproved the dichotomy between politics and administration. According to Appleby,” Public administration is policy-making”. It is not autonomous, exclusive or isolated policy-making. It is policy-making on a field where mighty forces contend- forces engendered in any society. Further, public administration cannot be fruitfully studied apart from its political and social setting.

The Structural approach concentrated on the description of the administrative structure of the government bodies. This approach emphasizes the study of PODSCORB techniques of administration. But the administrative structure and techniques cannot be studied without proper reference to the environment in which public administration is working as well as the human factor. According to the scientific management approach, the problems of the public administration should be studied by the methods and spirit of science. Taylor concentrated on the work methods, machines and materials. He was concerned with the questions of mechanical efficiency. Scientific management taking efficiency as the objective, views administration as a technical problem concerned basically with the division of labour and specialization of functions. This approach is considered defective because it ignores the human elements in administration.

The socio-psychological approach or the Behavioural approach believes that public administration should be concerned with the study of human behavior in organization and operations of the various organizations. According to Simon decision making is the most important activity of administration. Human beings who work in an organization have aspirations and desires. Their behavior is conditioned by their psychology, motives and social environment. The administrative science should study these ‘facts’ of behavior without getting involved in the question of ‘values’. This new approach is universalistic in character and its purpose is to build a system of interlocking generalizations about how organizations actually behave in these organizations.

Summary

The approaches to the study of public administration can be summarized as

1. Public administration was studied from the background of administrative law .The emphasis in this jusrisdical approach is on formal structures both constitutional and administrative. It has been concerned with officers, with duties, limitations, prerogatives and disabilities of officers and with legal, litigation and rights of Citizen.
2. In the comparative public administration approach stimulated by the United Nations, the emphasis is on understanding the problems of administration operating under different socio –political and cultural settings.
3. Another approach is to study public administration in relation to political parties and pressure groups.
4. Historical approach is also a fascinating area of study. Many lessons can be learnt by studying the history of administration.
5. Institutional approach is to study the structure. It deals with the study of organs of the State.
6. The Behavioural approach claims to explain administrative processes that are common to many forms of organization. The focus is on human behavior, including Psychology, Sociology and anthropology.

The Post War Trend of Public administration has been:

1. The assault upon the politics –administration dichotomy
2. The assault upon the claims to science and to universal principles of administration, and
3. Sociological studies of bureaucracy.

PA; Similarity between Public and Private Administration

2. Similarity between Public and Private Administration

Henri Fayol says that, there is only one administrative science, which can be applied equally well to public and private sector. Following are the similarity between public and private administration Both public and business administration rely on common techniques relating to planning, organization, budgeting, delegation, control and the like. Both make use of common skills such as accounts keeping, maintaining files etc. In modern times the principle of profit motive is not particular to private administration. profit making is now acceptable as a laudable objectives for public sector industries too. Further, the business organization have also developed the sense of community service. They have also come to realize that they too have wider responsibilities in society. In personnel management the private organizations have been influenced greatly by the practices of public organization. In recent years public organizations have also attempted to adopt private business method and practices. For example, the public corporations created to run the government owned economic and commercial activities are largely modeled on private business concerns. They resemble the private companies in nature.  In modern times private business concerns are also subjected to many legal constraints. Government is exercising much control over business firms through taxation, monitory and licensing policies Consequently, they are not as free as they once used to be.

PA; DIFFERENT BETWEEN PUBLIC AND PRIVATE ADMINISTRATION

1. Distinction between Public and Private Administration

Public Administration has certain special characteristics, which are derived from the nature of public settings in which it operates. These special feature distinguish Public Administration from private or business administration.   (a) Political Direction   Public Administration is political, while private administration is non political. Public Administration takes place in a political context and work under political direction and scrutiny. They put into effect the policies made by the elected members of legislature and political executive. Business Administration, on the contrary is not subject to political direction except in times of emergency. It functions largely under the influence of market economic condition.   (b) Absence of Profit Motive The primary purpose of government organization is to provide services to the people of promote social good. They are not oriented towards making profit for the government. On the other hand, the major aim of private business organization is to make profit for their owners. Services to the public is only an incidental benefit of business activity. A businessman would not continue unprofitable business activity, even it is essential for public welfare. The ends of Public administration is communal, while those of private business is personal. The main beneficiary of public administration activities is the entire community, whereas that of business is the owner of business himself. Further, 'Profit' serves as a simple criterion to judge the efficient or inefficient performance of a business firm. But the abstract value of 'social good' promoted by public organization can not be measured in terms of monetary gain or loss. There is no direct comparison between governmental agency's cost and the value of its services to the public (c) Legal Framework Public Administration operates within a legal framework. The activities of Public Administration are fixed by a set of constitutional practices, law, rules and regulations. Government officials must always act within their legal power. They can not act outside the law. If they do so, their action can be challenged in the courts of law on the grounds. This is the reason why everything done by public officials must be supportable by reasonably clear statutory authority. The numerous legal constrains on the action of public officials account the limited discretion enjoyed by them in discharging duties. However, such legal constrains are essential to prevent the officials from abusing their powers. By contrast, the behavior of business organization and the activities of business administration are subject to less legal constrains. Business executives in the private sector can usually do anything which is not forbidden by law. This gives them freedom to select and carry on only profitable activities. (d) Consistency of treatment The government official is required by law to maintain a high degree of consistency in his dealing with the public. He has to observe the principle of equality of treatment in serving the people. He is under legal obligation not to show any discrimination against any person. In other words, the public officials is denied discretion in the interest of fairness and equality. On the other hand, the business administer is not legally obliged to treat the small and big customer alike. (e) Public Accountability Public Accountability is the hall-mark of Public Administration in a democracy. The Public administrator carries on his work in a "glass bowl". His actions are open to public review and scrutiny at all times. His activities must be guided by public needs and public opinion. In a democracy Public Administration is held accountable for its activities through legislative oversight and judicial review. This shows that in the sphere of Public Administration the initiative for securing accountability lies with those to whom it is due. Public accountability is not a value effecting business administration. Business administration is not accountable for the public for what they do and what they fail to do. (f) Large-scale administration Public Administration is large scale administration. It is larger then any big business concern in terms of size, complexity and diversity of activities. The activities and policies of government affect entire socioeconomic structure of society. Public administration contrast with the private administration in size and diversity of activity. (g) Essentiality of some public services Certain public services such as national security, law and order, health care, transport and communications are vital to the existence of community itself. These services can not be neglected by any government. On the contrary, the service provided by the business organization such as supply of costly cloths and shoes and other luxury items are not essentials for existence of society.

PA; SCOPE OF PA

 

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DMINISTRATION

 

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 Apart rom the reasons cited the rapid gro"th opopulation, modern "arare, increase in natural andmanmade disasters, decline in social harmon!, increase inviolence due to conlicts, communal riots, ethnic "ars,terrorism, etc. have increased the importance o publicadministration.It goes "ithout sa!ing that public administration is notonl! the operative but also the most obvious part o thegovernment. It is government in action and occupies asigniicant place not merel! as an instrument ogovernance but also as an important mechanism orpreserving and promoting the "elare o communit!. It hassubstantive impact upon the lie o the people. It is a vitalprocess charged "ith implementation o pre?determined,"elare oriented, and developmental ob4ectives.

 

ROLE OF PUBLIC ADMINISTRATIONUNDER LIBERALISATION, PRI0ATISATION AND GLOBALISATION LPG;

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-ince the $HKLs a number o countries, have beeninluenced b! the concept o liberalisation, privatisationand globalisation. In the $HKLs India has also started theprocess o liberalisation, privatisation and globalisation(2%=). One orm o 2%= has entrusted the management opublic sector enterprises partiall! or ull! to privatecompanies. Another orm o 2%= is disinvestment in publicsector enterprises, "hich is ollo"ed in India. As a result othis the public sector enterprises ind themselves in acompetitive and challenging environment. o"ever, therole o public administration under 2%= continues to >uitesigniicant. It re>uires dismantling o a regime oregulations, controls, restrictions, licences, secrec! anddela!. The bureaucrac! has to pla! an investor riendl!,responsive, transparent, open and competitive role.

 

ROLE OF PUBLIC ADMINISTRATIONUNDER LIBERALISATION, PRI0ATISATION AND GLOBALISATION LPG;

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-o, this re>uires necessar! administrative reorm, "hich should aim atelimination o redundant practices, procedures, administrative la"s andcorruption. Thus, the polic! o 2%= aects the role, values and s+ills o publicbureaucrac!. It also decreases the scope o the unctions o the state, resulting inminimum o state intererence in the lives o the individuals. The state is calledupon to oversee the operational side o the enterprises. This gives the state a ne"role as regulator.

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Toda!, the role o public administration is to"ards more o governance, then odirect involvement. The public administration has to pla! enabling, collaborative,cooperative, partnership and regulator! roles. Coming to the core areas such asdeence, atomic energ!, la" and order, oreign polic! it has a direct role to pla!.In certain other areas such as telecommunications, airlines, insurance, etc., it hasto compete "ith the private sector, or "hich there should be regulator!commissions to provide or e>ual level pla!ing ields or both the sectors. Thereare other areas "hich it can have partnership "ith the citizens or eicientdeliver! o services, or e'ample, maintenance o schools, hospitals, irrigation"ater and civic amenities. An e'ample "e can give is the 06hagidari -cheme1adopted b! the Delhi =overnment. In certain areas li+e electricit!, "ater andtransport it can have partnership "ith the private sector.

 

ROLE OF PUBLIC ADMINISTRATIONUNDER LIBERALISATION, PRI0ATISATION AND GLOBALISATION LPG;

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 A number o states have partnership "ith the private sector in providingthese services. Other such areas are protection o orests, empo"ermento "omen, micro credit, health schemes, and a"areness programmes, itcan have partnership "ith the Non =overnmental (N=O) and 7oluntar!Organisations.

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In anal!sing the emerging role o public administration in the ne"millennium, "e are dealing "ith governance. And governance impliesthat public administration ahs to operate in a "ider conte't andcoordinate ebborts and activities o the governmental agencies atvarious levels "ith that o the mar+et8the private sector, civil societ!groups, N=Os and conte'tual participant or elected local governmentbodies, sel?help groups, etc. The role and character o publicadministration had seen a ma4or transormation. Although it appearsthat its directl! handled operations have declined in some o the non?traditional areas, public administration has to provide s!nerg! anddirection or man! collaborative, cooperative and regulator! activities"ith other segments o the societ!. The accent is also on promotion ogreater public participation. Met, it is still accountable or the outcomeso all the activities in "hich it participates directl! or indirectl!.