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Emerging Conflicts in the Doctrines of Public Administration

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  • Kaufman, Herbert

Abstract

As a self-conscious discipline among the cluster of specialties or “fields” encompassed by political science, public administration came late and grew fast. Its recent arrival and rapid growth sometimes obscure the fact that its origins are to be found in a process of experimentation with governmental structure that long preceded the appearance of public administration as a subject of systematic study and is likely to continue as long as the nation exists. This process of experimentation goes on vigorously today, and the development of new forms is generating discord more profound and far-reaching than any that has ever hitherto divided students of public administration. It is with the sources and significance of that discord that this paper is concerned. The central thesis of this paper is that an examination of the administrative institutions of this country suggests that they have been organized and operated in pursuit successively of three values, here designated representativeness, neutral competence, and executive leadership.

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  • Kaufman, Herbert, 1956. "Emerging Conflicts in the Doctrines of Public Administration," American Political Science Review, Cambridge University Press, vol. 50(4), pages 1057-1073, December.
    • Handle: RePEc:cup:apsrev:v:50:y:1956:i:04:p:1057-1073_06
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    Cited by:

    1. David A. Reingold, 2008. "Can government-supported evaluation and policy research be independent?," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 27(4), pages 934-941.
    2. Bong Hwan Kim & Sounman Hong, 2019. "Political change and turnovers: How do political principals consider organizational, individual, and performance information?," Public Choice, Springer, vol. 181(3), pages 291-308, December.
    3. Sounman Hong & Taek Kyu Kim, 2017. "Regulatory capture in agency performance evaluation: industry expertise versus revolving-door lobbying," Public Choice, Springer, vol. 171(1), pages 167-186, April.
    4. David Marsden, 2009. "The Paradox of Performance Related Pay Systems: 'Why Do We Keep Adopting Them in the Face of Evidence that they Fail to Motivate?'," CEP Discussion Papers dp0946, Centre for Economic Performance, LSE.
    5. Huijuan Zhang & William B. Eimicke, 2024. "In the Pursuit of the Balance between Efficiency and Responsiveness: A Case Study on the Innovation of the administrative Service Organization in Chinese Local Government," Public Organization Review, Springer, vol. 24(1), pages 201-216, March.
    6. Ugur Omurgonulsen & M. Oktem, 2009. "Is There Any Change in the Public Service Values of Different Generations of Public Administrators? The Case of Turkish Governors and District Governors," Journal of Business Ethics, Springer, vol. 88(1), pages 137-156, August.
    7. Viola Burau & Lotte Bøgh Andersen, 2014. "Professions and Professionals: Capturing the Changing Role of Expertise Through Theoretical Triangulation," American Journal of Economics and Sociology, Wiley Blackwell, vol. 73(1), pages 264-293, January.

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