1

Public
Administration
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Goal-5 (Managing Human Resource)

HRM to manage people effectively for performance

 Staff management for customer service and perform oriented culture

 HRM is a planned approach to managing people effectively for performance.
 HRM= bundle of policies + programmes + plans

Attracting and retaining

Top talent

Work groups and teams maximizing your leaderships

Human Enhancing employee

Management
Resource
Organizational development Compliance

Environmental Health and safety

Spoil Vs Merit System in Public Employment:-
Spoil System:-
 Weber distinction between Prebendal & bureaucratic organizations.
 Spoil System patronage System
 Started by Andrew Jackson; 7th president of elected in 1828.
 “to the victor goes the spoil”.
 Replaced 20% of bureaucracy.
 Exploited by later presidents as well.
 “Era of Jacksonian Democracy”.
 Ended by Pendleton Act of 1883.
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Features:-
a) Spoil System involves political activity.
b) Spoil System extends personal turnover do to routine.
c) Enriches and benefits the ruling party.

Benefits:-

a) Gov remains responsiveness to people

b) Assured loyalty to President
c) Increased party support
d) Increased political participation.

Merit System:-

 Hiring employees on their abilities.

 New Empirical Claims
a) Relation between eco development + & bureaucracy
b) Relation between merit- selection & democracy
 Ensures availability of necessary skills in a candidate.
 Ceteris Partibus view: suitable methods of appointment
 Exchange-based nature in spoil system.
a) Highly skilled candidates lack resources necessary for patronage.
b) Private sector motivates candidates to avoid patronage
Closed Vs Open System of Public Employment:-
Closed System:-
 This model consider the external environment stable and predictable and they assume
that it does not intervene in or cause problems for it functioning of an organization.
 Enclosed and sealed off from outside world

The Environment Closed System

Transformation
Process
Inputs Outputs

(closed fixed „harder‟ system)

Suggestions to Improve Employment System:-

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 Change in structure, tasks, system, culture, attitude

1. From vertical to Horizontal Structure:-
 Information should flow from bottom to top within a function
 Vertical structure creates distance between administrator and staff.
 Organization should be flatter, horizontal

2. From routine task to empowered roles:-

 Scientific management advocates preasely defined jobs.
 Limitations on discretionary decisions are to be addressed.
3. From formal control System to shared information:-
 Information must be shared.
4. From rigid to competitive to adaptive culture:
 Room for swift adjustments to external env.
5. From confrontational to collaborative:-
 Customers and suppliers as partners

Personnel Vs Human Resource Management:

Responsibilities:-

a) Staffing (getting right people in the right job right times)

Retirement, resignation, dismissal etc.
b) Performance objectives
c) Change management
d) Administration Objectives
e) Training and development
f) Safety and health
g) Employee and labour relation
h) HR research.
Perspectives on Managing People:-
a) Pluralist Perspective
 Conflict is inevitable
 Conflict is not wrong
b) Unitarist Perspective
 no conflict of interest
c) radical/critical perspective
 derived form Marxist view of society & industrial Capital.
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Difference between PM and HRM

Dimension PM HRM
1. Strategic nature Short-term perspective Long term-strategic view of human
resources
2. Job design (division of labour); Taylor man. (team work) ; Human Resource
3. Remuneration Pay by position By contribution/performance
4. Training and Limited to non-management Learning organ culture
development employees; only job-related Transcending job relative
5. Perspective Pluralist: collectivist Unitarist: individuals
6. Criteria for success Minimizing cost of human Investment in HR
of function Treats human as cost centre Treat human as profit
7. Focus of benefit Organizational Benefit Mutual benefit
8. Flow of commu. Indirect/restricted/vertical Direct/open/horizonts
9. View towards Inputs of production/cost Resources/ assets
employee
10. Decision making By top level management Participative
Decentralized
11. Management Transactional Transformational
leadership role
12. Psychological Compliance Self- control
contract
13. Recruitment Sophisticated techniques. For all employees

HRM:-

 Acquisition
 Development of human resources
 Motivation
 Maintaince

Nature of HRM:-

a) Inherent part of Management

b) People centered
i. Blue collar workers
ii. White collar workers
iii. Managerial, non-managerial
iv. Professionals
c) Basic to all functional areas.
d) Pervasive function.
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e) Personnel activities or functions

f) Continuous process
g) Emphasis on human relations.

Theories of HRM:-

1. Organization life Cycle Theory:-

 By Cameron and whetton
 Organizational development
 Work force and human resource is necessary for maturity of organization.

Muturity

Org Growth Decline

Develop
Early Growth Aging

Birth Death

Org. stability

2. Role-Behaviour Theory:-
Behaviour

Personal factors Environmental factors

3. Resource Dependency Theory:-

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4. Institutional Theory:-
5. Transaction Cost Theory:-
 Cost of conducting business transactions
 Employment relationship cost must be minimized
6. Comparative Advantage Theory:-
 Produce goods of domestic comparative
7. General Systems Theory:-
 Organizations are open systems in active exchange with their environment.
8. Human Capital Theory:-
 Education & capital training as source of capital.
 Returnable investments.

9. Strategic Contingency Theory:-

Corporate Strategy and feedback from environment will dictate HRM.
10. Organizational Change Theory:-
 Scope the change create vision drive commitment establish
change infrastructure sustain change
11. Organizational Learning Theory:-

Supportive culture of continuous

Leaders improvements

Issues in Implementation:-

1. Integration with strategy

HRM Strategy + business strategy
2. Internal Integration of HRM policies.
3. Integrating HRM with line management functions
4. Skills development
5. Rule of personnel section
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Challenges:

i. Developing an integrated approach to HRM

ii. Professionalizing HR
iii. Devolution to line-managers
iv. De centralization of HRM
v. Framework for change at line-department have
vi. Formulating strategies
vii. HR planning
viii. Implementation
ix. Evaluation.

Goal 3: Public Policy Planning, Implementation and Evolution

 When the policy fails; the government fails.
 Work of Harold Lasswell.

Definitions:-

 Public policy is a choice made by an individual group of individuals that explains, justifies,
guides, or outlines a certain course of action. (Presthus)
 Public policy is the sum of government activities, whether acting directly or through
agents, as it has an influence on life of citizens. (Guy Peters)

Strategic Planning & Management:-

Deployment and implementation of the strategic plan and evaluation of results.

a) Deployment
b) Implementation
c) Measurement and evaluation
d) Transformational leadership

Scientific Management
 Focuses of productivity
Of independent worker
 Fredrick Taylor
Closed System
Administrative Management
 Functions of management
 Henri Fayol
a) Division of labour
b) Authority/responsible
c) Unity of direction
d) Remuneration of
personnel
e) Centralization of power
Bureaucratic Management
 Overall organization
system within which
workers & management
 Max Weber
a) Impersonal social
b) Employee selection
promotion
c) Hierarchy of authority
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f) Subordination of d) Task specialization

individual interests

Open System

 Includes behavioural perspective of management

Open System task Environment
Competitors, Unions, Clients, Regulatory Agencies

Characteristics:-

1) Recognition of individual differences

2) Motivation
3) Mutual interest

Open System

Hawthorne Effect TQM Model Supply

Eiton Maya  Total Quality management
 Increased in productivity by (1970-80)
Human behaviour  Based on success of
 Organizations work as social Japanese organization
system  Shift from Inspection
 Introduced human element to oriented to prevention
management oriented approach through
employee involvement
 Suggestions from employees
& customers
Characteristics:
a) Employee involment
b) Customer focus
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Planning Process:-

1) Preparing to Plan:
Strategic planning session.

Strategic Plan

Swot Analysis Propose Goals

Gap analysis Planning Cycle Open Issues

Initiate Options

2) Planning Roles:
a) Leader
b) Facilitator
c) Researchers, interviews, writers
d) Financial resources
e) Skills, knowledge, expertise
i. Recognizing the need for planning
ii. Determining the objectives
iii. Forecasting the future
iv. Setting priorities
v. Developing action plans
vi. Implementing the plans
vii. Evaluating
viii. Revising
3) Define Vision, mission, activities and values:-
a) Vision statement
b) Mission statement
c) Activities statement
d) Values statement
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4) Scan environment using SWOT Analysis:-

Strengths, weaknesses, Opportunities, Threats
5) Identify and prioritize strategic Issues:-
a) Choose no more than fire
b) Select issues that can affect you.
c) Donar interests are relevant
d) External issue will be mirrored internally
e) Come basic to the missions

-Policy Planning Process:-

1) Determine Objectives
2) Identify problems
3) Develop recommendations
4) Implement plan
5) Review/Update
6) Data Collection

-Policy Analysis:-

-Context:-

a) Policy analysis is rational

b) Policy analysis generates information
c) Policy analysis uses variety of tools
d) Policy analysis is more of an art

-Steps:-

1) Identify the problem

2) Identify the objectives of new policy
3) Decide on Criteria
4) Select the alternative policies to be evaluated
5) Analyse each alternative
6) Compare the alternatives
7) Implement chosen alternative
8) Monitor and evaluate results

Methods:-

1) Qualitative
2) Quantitative
3) Case Study
4) Survey research
5) Statistic analysis
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Approaches:-

a) Analycentric (indi. Centric)

b) Policy-process (political process centric)
c) Meta-policy approach (context centric)

-Models:-

1) Institutional Model
2) Process Model
3) Rational Model
4) Incremental Model
5) Group Model
6) Elite model
7) Six-step model

-Policy Implementation:-

 Conscious conversion of policy plans into reality

 Follow-through‟ component.

Pre-requisites:-

1) Policies must not face insurmountable external constraints.

2) Adequate staff.
3) Cause and effect relationship in policy must be did
4) Adequate time and resources
5) Basic objectives to be agreed upon
6) Proper sequence
7) Communication and coordination
8) Compliance.

Hurdles:-

1) Financial constraints
2) Bureaucratic incorporation
3) Lack of political support and polarization
4) Role of govt agencies and pressure groups.
5) Lack of will of administration
6) Lack of coordination and cooperation
7) Excessive centralization.
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-Programme/Policy Evaluation:-

Types of Evaluation:-

By Joseph S. Whooley

1) Programme Impact Evaluation

2) Programme Strategy Evaluation
3) Project Monitoring

Methods of Evaluation:-

1) Cost-Benefit Analysis
2) PPBS (program-planning & budgeting system
3) Experimental Method
4) Evaluating Agencies
5) Legislative bodies
6) Audit Process
7) Administrative agencies
8) Commissions and Independent agencies.

Hurdles:-

1) Uncertainty over policy goals

2) Difficulty of measuring the extent of goal achievement
3) Shortage of accurate and relevant data

-Planning Machinery in Pakistan:-

-Planning commission of Pakistan:-

1) National/Federal Planning Agency

2) Development Board 1948
 In Economic Affairs Division
 1950, 6 year development Plan was formed and embodied in Colombo Plan for
cooperation Economic Development in South Asia.
3) Planning Board (1953)
4) Permanent National Planning Commission (1957) NPC

Functions:-

1) Formulation of periodic plans

2) Formulation of ADP
3) Recommendations of adjustments
4) Monitoring and implementing.
5) Evaluation of projects
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6) Identification of regions and sectors

7) Coordination of projects.

-Components of Planning Machinery:-

1) Federal Ministries/Divisions
2) Provincial Planning and Development Department
3) NEC
4) ENEC (Executive Committee of NEC)
5) Central Development working Party (CPWP)
6) Federal level Departmental Development working Party (DDWP)
7) Provincial Departmental Development working Party (DDWP)

-Role of Donars and International Institutions:-

1) Globalization process
2) International economic organizations
3) Debt Burden (Structural Adjustment Programmes)
4) Aid
5) Dependency theory and neo-colonialism

Goal 12: Public Ad and Development

 Development administration mechanism for attainment of „socio-

economic progress and nation building in Third world country.
 Role of Pub Ad in Development:-
1) Functional Aims
2) Fulfillment of long-term needs E.N Gladden
3) Conform to centralized plans

80% of plans of world are incapable of being fulfilled because of adm.

Herbert Emmerich

Max Weber Approach inductive

a) Shift from normative to empirical studie.

b) Shift to comparative studies. Riggs Theory
c) Non-ecological to ecological approache

-Economic growth
-State building
-rule of law Fukuyama Theory of development.
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-democracy
-social mobilization

-Development Administration:-

-organized efforts to carry out programmes or projects through by those involved to serve
developmental objectives. (Riggs)

-carrying planned change in the economy or capital infrastructure or to a lesser extent in

the social services, especially health and education. (Montgomery)

Features/Characteristics of Development Administration:-

1. Change-orientation
2. Goal-orientation
3. Time-orientation
4. Innovative administration
5. Client-oriented administration
6. Participation-oriented administration
7. Effective coordination
8. Innovativeness
9. Ecological Perspective

Dimensions of Development Ad:-

1. Temporal Dimension
2. Spatial Dimension. (impact of region and space on development)

Critique:-

1. Absence of unification
2. Strategy has been questioned
3. Ideological and Eurocentric
4. Elitism in bureaucracy
5. Increase in bureaucratic influence
6. Structural discrepancy
7. Emphasis on non-productive orientation
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Goal 2: Pub Ad: Classical & Contemporary Theories

 Bureaucracy:- (rational-legal authority) Traditional charismatic

- Ideal-type bureaucracy
- “social mechanism that maximizes. Efficiency in administration and a form of social
organization with special characteristics is bureaucracy”. (Weber)

Hierarchical Structure

Employment based on Weber Bureaucracy Management by rules

Technical qualification 5 Principles

Organization by functional
Speciality

Purposely Important

 Based on rational-legal authority

 Weber theory of bureaucracy in background of Weber‟s theory of dominance or
„herrschaft‟.
Three types of dominance
1. Tradional (tribes, clans etc)
2. Charismatic (personality)
3. Rational-legal (bureaucracy)

Characteristics:-

1. Hierarchical dominance
2. Functional specialization
3. Set pattern rules
4. Impersonality
5. Division of lab
6. Contractual appointment
7. Seniority based promotion
8. Appropriation is restricted
9. Superior than any other organization
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10. Official records.

- Criticized as Machine Theory

Robert Merton, (goal displacement by strict adherence)

Michel Crozier, (rigid organization) (anti-humantics overtones)

Robert Presthus (not suitable for developing countries)

- Scientific Management:-

Includes-analysis-synthesis-logic-rationality-empiricism-work ethic-efficiency and

elimination of waste-standardization of best practices emerge-to cater the need emerged
after WWT and Industrial revolution.

Principles:-

1. Development of scientific empiricism

2. Scientific procedural selection of workforce.
3. Scientific procedural training of workforce.
4. Equality in division of work among managers & worker
5. Mutual cooperation between managers and works
6. Motivation
7. Functional management
(cost cleric, time clerk, inspector, repair boss, shop-disciplinanrian).

-Henri Fayol also included.

Henri Fayol Adm. Management:-

-theoretical analysis of managerial activities.

-Theory „Fayolism‟.
Elements of management:-
a) Planning
b) Organizing
c) Commanding
d) Coordinating
Fayol Principles of Management:-
1. Division of work
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination
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7. Rumernation
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability of tenure
13. Initiative
14. Espirt de Corps

Human Relation Approach:-

-Behaviorism (human problem requires a human solution

-Economic man to social man.

Elton Moyo Chester I Bernard Herbert Simon

-Hawthrone Studies
-best lighting to maximize
efficiency
-Western Electrical company
at Chicago.
-Function of executive -Decision making
-organization work through -Book Adm. Behavior
-equilibrium of contributions -Basic elements
Alternative cours of action
-theory of contribution, Decision making access
equilibrium, satisfaction. Reationality Boonded-
-Growth of informal organize rational
Increased communication
Maintaince of socio-psycho
Cohesiveness
Promotes social integration
-three zones
Zone of rejection
Zone of acceptance
Zone of indifference

Criticism:-

1. Wrong assumptions
2. Vogues psychological jargons
3. Shortage of labour behind the emergence of HR
4. Over emphasizing human element.

LEADERSHIP:-
Types
1. Conventional leader
2. Celebrated leader
3. Legitimized leader
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4. Expert leader
5. Charismatic leader
Styles
1. Exploitative Authoritative leadership
2. Benevolent Authoritative leadership
3. Consultive leadership
4. Participative leadership
Theories (Barnard, Millet, Tead, Schell)
1) Trait Theory:-
- Survival of the fittest
- Leaders are born, innate
- Zaccaro Model

2) Behavioural Theories:-
a) Ohio State Studies:
1) Transcational leader
2) Transformation leader

Idealized + Motivation + Intellectual + Individual

Influence Stimulation consideration

Contingent Reward
+
Management by Expectation Expected outcome Performa beyond
Expectation
(Transcational leader)

3) Situational Theory:-
- Schmid continuum of leader behaviour
- Fiedler Contingency Theory
- House-Mitchell path goal Theory Macdonald.
4) Great-man theory (History of world is biography of great man)
5) Participative theory

Motivation:

Theories

1) Moslow Hierachy of Needs: (by Abraham Harold)

Self actualization
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Esteem recognition

Love/belonging

Safety

Physiological (food shelter)

2) Clayton Paul Alderfer ERG Theory:-

- ERG (Existence, Relatedness. Growth)
Regression/frustration Growth needs

Relatedness Needs

Regression/frustration Existence Needs

3) Douglas McGregor X-Y Theory:-

-book Human side of enterprises
Theory X authoritarian management style
Theory Y participative management style
1. Maslow Hierarchy of needs
2. ERG (Existence, Recognition, Growth) Paul Alder
3. McGregor X,Y theory
4. Hertzberg two factor theory
5. Hawthrone effect
6. McClelland‟s need theory
4) Fredrick Herzberg two factor Theory:-
-Hygiene factor & motivational factor
Hygiene factor leads to dissatisfaction Motivators (leading to
satisfaction)
-Company policy -Achievement
-Supervision -Recognition
-Relation with boss -Work Itself
-Work Conditions -Responsibility
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-Salary -Advancement
-Relation with peers -Growth

5) David McClelland‟s Need Theory:-

1. Achievement
2. Affiliation
3. Power

6) Vroom Expectancy Motivation Theory:-

1. Expectancy
2. Instrumentality
3. Valence
- Effort- performance expectancy
Expectancy X Instrumentality X Valence = Motivation
1. Participant governed network
2. Lead-organization governed network
3. Network administrative organ

Network Governance:-

Modes

1) Participant-governed Networks:-
Features
1) Highly de-centralized and centralized
2) Dependence on all committed stakeholders
3) Collective decision making
4) Responsible for managing internal network relationships and operations.
2) Lead organization-governed networks:-
1) Occur in vertical and horizontal relationships
2) High centralized structure
3) Lead organization responsible for adm.
4) Finding from internal/external sources.
3) Network Administrative Organization
-Separate identity/administrative entity
1) NAO is highly centralized
2) Externally governed mechanism
3) Based on single individual
(Kyoto Protocol is example of Network Governance)
Governance and Network Tensions

Public Choice Theory:- (James Buchanan, Gordon Tullock)

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 Application of economics to the study of political processes and institutions

Elements:
1) Methodological Individualism
2) Rational choice

Areas:

1) Over-supply
2) Budget maximization
Theory of Organization
1) Organizational life-cycle theory
2) Institutional theory
3) General Systems theory
4) Organizational Change theory
5) Organizational learning theory

Goal 4:- Financial Administration

Finance is as universally involved in administratic as oxygen is in the atmosphere (L.D White)

Three Objectives of Financial Administration:-

1) Fiscal policy (tax theory, debt theory)

2) Accountability
3) Management

Organization of Financial Administration:-

1) Chief Executive
2) Legislature
3) Ministry of Finance
4) Auditor General
5) Parliamentary committees (Estimates PAC Committee)

Budgeting:-

- 12 articles of Magna Carta

- Full hedged budgeting in 1822 in Britain.
- Term derived from word Bougette means leather bag or wallet.

1833 – Proposals in the leather bag of Robert Walpol.

Taylor: Budget is a financial plan of government for a definite period

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Rene Stown: “Budget is a document containing a preliminary approved plan of public

revenue and expenditures”.

Find definition

1) Fixed period of one year

2) Approved by an elected authority
3) Procedure of collecting reveue and disbursing expenditure
4) It is a report of the past and present fiscal year and proposals of future.

Types:

1) Annual or long-term budget

2) Single or plural budgets
3) Surplus, deficit or balanced budgets
4) Cash or revenue budget
5) Departmental or performance budget

Principles of budgeting:-

1) Budget should be balanced one.

2) Estimates should be on cash Basis.
3) Budgeting should be done on basis of gross and not net income.
4) Estimates should be exact
5) Budget should be on annual basis
6) Budget controlled by Treasury
7) Estimates should be made on departmental basis
8) Single budget

Discol:

1) Publicity
2) Clarity
3) Comprehensiveness
4) Unity
5) Periodicity
6) Accuracy
7) Integrity

Administrative Law (relation between public and executives)

-lays down relation between public and executives.
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-it governs the activities of administrative agencies of the government.

-it provides remedies to public against the wrongs or their ultra vires.

-Two means to control institutions of govt

a) Political
b) Writ petition

Article 4:

Any act of govt. involving ultro-vires can be got declared null and void.

Decisions not governed by Adm. Law:-

1) Legislative decisions (except delegated legislation)

2) Broad policy decisions
3) Criminal cases (except investigation)
4) Contract decisions
Mere constitution is a dead law but adm. Law is the spirit of constitution.

Types of litigation:-

1) Civil litigation (both parties are private individual)

2) Criminal dilatation
3) Administrative litigation

-Montesquieu theory of Separation of Powers:-

Separation

No power should invest in one hand No inter ference to

check and balance

Gov

Executive Judiciary Legislative

Judicial Legislature Exec Legis Judic Ex

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Growth of Adm. Law:-

1) Increasing responsibilities
2) Complex legislation
3) Complex legislation
4) Speedy decisions
5) Law and order situation
6) Easy methodology
7) Good govt
8) Economic growth
9) Suffering of public work
10) Law of experts.

“People are not bad but bad control makes them bad”.

-Observance of adm law is the guarantee of good governance.

-people are not bad but bad control makes them bad.

Executive Function

Executive or Quasi legislative action Quasi-Judicial

Pure administrative (departmental legislation) action

Discretionary Ministerial (clerical) Action

Action (not subject to adm. Law)

Administrative Action (Use of discretionary power)

Delegated legislation:-
-against the theory of separation of powers.

Formal quasi Informal quasi

Law making law making
(Rules, orders) (Notification circular)

Classification of Delegated Legislation:-

1) Rules (defined in General clauses)
2) Orders (quasi-judicial decisions and legislative decisions)
3) Regulations
4) Schemes (gradually enforces)
5) Circulars
6) Notifications
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7) Bye-laws
8) Directions
9) Instructions
10) Statue
11) Need of distinction
12) Abuse of power

Control of delegated Legislation:-

1) Parliamentary control:-
1) Ratification (house or by committee)
2) Question and Answer Session.
3) Private bills to control delegated legislation.

2) Judicial Control:-
- Personal relief comes here.
a) If delegated leg is against constitution
b) If Enabling Act is against constitution
c) If dele. Leg is against Enabling Act
d) Unreason able ness of delegated legislation
Procedural Control:-
1) Ante natal publicity
2) Consultation
3) Past-natal publication

Judicial Review:-
1) Error of jurisdiction
2) Error of procedure
a) Malafide (wrong intention)
b) Improper purpose
c) Irrelevant consideration
d) Mixed consideration
e) Ignoring relevant consideration
f) Colorable exercise of power
g) Un-reasonability
Remedies:-
-Quasi-Judicial (tribunal/internal inquires constitutional (five writs)
- Ombudsman
1) Remedies against quasi-judicial decisions:-
1. Extra ordinary judicial (public) remedy:-
-Article 184 and 199
a) Locus Stand I:-
1) Aggrieved party (certiorari, Mandamus, Prohibits)
2) Any person (Habeas corpus, Quo warranto)
3) Sou motto
4) Public interest litigation
b) Alternative remedy:-
c) Discretionary remedy – Civil courts:-
 27

d) Doctrine of Laches-delay defeats equity:-

2. Tribunal Remedy
3. Ombudsman Remedy
4) Constitutional Remedy:-
1) Mandamus (comples public function to do)
2) Prohibition (Opposition of mandam)
3) Habeas Corpus (illegal detention)
4) Quo Warranto (mala-fide action)
5) Certiorari (Request for the record of case)

Public-Ad Mcqs
1) Public Ad public policy implementation
2) Planning machinery in Pak centralized
3) Communication runs faster in centralized
4) Performance budgeting objectives of expenditure
5) Ideal model of bureaucracy legal-ration.
6) Concept of bounded rationality Herbert Simon
7) Auther of Function of Executive Chester Bertnard
8) „Entropy‟ is a law of nature in which all forms of organization move towards
disorganization and death
9) One choice theory is economic exploitation of psycho
10) System theory Parsons
11) Articulate spokesperson of Adm. Management Henri Fayol

1) Line Hem-budget
Shows comparison between the financial day for the past accounting or budgeting period
and estimated figures for current or a future period.
Expense Fy 2016 Budget Fy 2018
a 1 2
b 2 3
c 3 4
d 4 5
e

2) Performacing budgeting:
- Funding linked with output
- Reflects in the input of resources and output of services for each unit of an
organization.

3) Program Budgeting:
- US president Lyndon Iohson.
- Describe & gives detailed cost of every activity or Programme that is to be carried out
with a given budget.
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4) Zero-based budgeting
- Zero based budgeting is a method of budgeting in which all expenses must be justified
for each new period.
- Starts from zero base.
- Budget according to needs
- Calls for justification of old.

Identifying decision units

Making decision packages

Ranking dec packages

Allocating

Condoling
5) Outcome based budgeting
- Same as performance

Local Gov. Act 2013

1) Local areas divided along urban-rural line:-
KP (Village Council Neighborhood council)
(Tehsil, Town, Dist, city Dist)
Punjab, Sindh, Baluchistan (UC, District Council Municipal urban)
2) Elections:
a) KP (Village Nonparty Tehsil, district party)
b) Sindh, Baloch, Punjab all party.
3) Terms:
a) KP 3
b) Punjab 5
c) Sindh, Baloch 4
d) ICT, Cant 5
4) Suspension:-
a) KP CM to suspend elected heads for 30 days & send matter to CG
Commission
b) Punjab 90 days
c) Sindh 6 months
d) Baloch 30 days
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5) Functions:
i. KP devolved most
ii. Punjab
-no LDA
-No parks and H (PHA)
-no (SWM)
iii. Baluchistan, Sindh limited

6) Fiscal Power:
1) Provinci/ finance commission award
Constitution:
1. Minister of finance
2. Minister of IG
3. 3 MPA
4. 2 MNA
5. Secretary finance dpt

7) Accountability & dispute resolution

- LG Commission
- Baloch District Coordination com.

Tractability of decision problem

Bounded umited by Rationality cognitive limitations of their mind
Time available to make

Goal X- Governance & Adm Reforms

Theories of Administrative Reforms:-
1) Decision-making Theory:-
-Herbert Simon
-Rational decision making theory
2) Public Choice Approach:-
 Human being is by nature rational utility maximize always striving for self-interest.
 Transfer of duties to private-sector.
 Reduction of inefficient gov sector.
3) Riggs Ecological Approach:-
 Administration & environment
 1957, equilibrium model „transitia‟, which represent the transforming societies.
(Developmental states)
 30

a) Types of Adm Reforms:

1) Privatization:-
Det by Florida House of Representative committee on Governmental Operations.
 Engaging private Sector
 Shifting of policy
 Transferring gov functions.
 Attempting to alleviate the disincentives
 Use of Private sector

Methods:-

 Private-public partnership  Grants, subsidies

 Asset sale  Private donation
 Contracting out  Service shedding
 De regulation  Volunteerism
 Franchise  Vouchers

Problems:-

1) Mixing of social, political, economic objectives.

2) Proper monitoring reform
3) Enterprise reform

Impacts:-

1) Increase in efficiency
2) Economic benefits
3) Package of liberalization polices
4) Macro-economic Impacts.
5) Improved organizational performance.

Problems in Privatization:-

1) Less likely to succeed in low-income countries.

2) Harder to carry out.
3) Inaccuracy of records.
4) Disclosure of liabilities.
5) Local courts cannot assist in enforcement
6) Low bid by private provider.
 31

Privatization in Pakistan (de-nationalization)

 1950 PIDC developed Pak Industrial Develop. Corporation

 50 Industrial undertaking (transferred to private)
 1970 nationalization
 1978 privatization by Zia
 Itefaq foundary to Sharif
 Others Nowshehra Eng, Hilal Ghee.
 Also in 1988 Benazir.
- Floatation of 10% shares of PIA
 Privatization programme in 1991 by MNS
 2004 Shaukat Aziz
 2007-80,90% industries under

Advantages:-

1) Deficiency + profitability
2) Lack of negative political interference
3) Retirement of debt.
4) Reduction in fiscal burden
5) Short-term view
6) Share-holders
7) Increased competition

Total = 169

Amount = 529,650 million

Success MCB

Failure K-electric

2) Regulation(adm laws or rules) works according to:

a) Behavioural change
b) Change in outcome result
c) Change in circumstances

Categories:-

Social Regulation

- Health
- Security
- Env

Economic
 32

- Price setting
- Quantity
- Service quality
- Limiting entrance
- Prohibiting

Theories:-

1) Public Interest Theory:-

- Correction of market failures.

Externalities Monoply Market participant

2) Capture theory:-
 Captured by special interests
3) Public Choice Theory:-
Economic analysis
4) Stigler Economic theory of regulation:-
- Regulation is likely to be baised towards benefitting interest groups.

Process of Regulation

Formal rule making Informal rule-making Hybrid rule-making

Notice of proposed

- Judiciary Role
Tech- based regulation

Regulatory approach:-

Disclosure regulation

Principles:-

1) Identification of problem
2) Examining existing regulation
3) Identification of alternative regulation
4) Reasonable priority setting
5) Designing effective obj.
6) Cost-Benefit
7) Avoid inconsistent
8) Easy, simple

Regulatory Instruments in Pakistan:-

1) SBP
 33

2) Exchange control commission

3) SECP
4) PTA
5) Transport
6) Communicate
7) PEMRA (2002)
8) WAPDA
9) OGRA
3) De- Regulation:-(relaxation, deletion, abandoman of laws rules, policies)
 Anti-regulation
Use theories of anti-regulation
1) Public Choice theory
2) Private-Interest theory of regulation
3) Capture theory

Tollbooth Theory:-

- Corruption through regulation

- Opponents (Public Interest Model)
Benefits:-
1) Lower barriers for entering industries
2) Producer control over competition
3) Benefit economy
4) Increase in consumer choice
5) Market to control industry
6) Laissez-faire

Characteristics:

a) De-centre of power
 34

b) Autonomy
c) No fixed ideology sanctuary
d) Impact of globalization
e) Participation of masses
f) Confidence among local communities

Approaches (James Fesler)

Doctrinal Approach Political Approach Adm approach

(Romantic idealization)

Political

Administrative

Types: fiscal

Functional

Democratic
5) Business Re-engineering:-
“rethinking and radical redesign of business processes to a dramatic improvements in
critical contemporary measures performance such as cost, quality, service, speed”.
Inputs
Business process Process (Business re-engineering in this)

Output

Features:-

1) Inculcation of new system

2) Accepted approach to reform public sector
3) Changing eco-paradigm needs needs reingeering (globalization, etc)
4) Transformation in organizations need adjustments.

Standardization
 35

Output Participants
BPR
Diagram

Input Activities

Order

How:-

- Innovative propositions
- Micro-management dynamic
- TQM, IT, Market testing
- Elimination of paper work
- Synergy mode
- Dient-based performance
- Taylor management

Stages:

1) Invision Stage
2) Initiation Stage
3) Dianosis Stage
4) Re-design stage
5) Re-construction Stage
6) Evaluation stage

6. QUALITY ASSURANCE
 36

Fows on core business Operational cost

reduction

Structured reporting
Releasing internal
capabilities
Quality assurance

Process Optimization Better trun time

Rising efficiency Creater

Cotrol

1) Improvement of constitutional mechanism

2) Intrinsic characteristics.

a) TQM

Customer Focus

Total Participation Planning Process

 37

TQM Model

Process Improvement Process Management

b) Role of NPM

Public Corporations

- Share publically traded and are usually held by large number (100-1000) shareholders.
- Public limited company
- Corporation created to perform gov function or to operate under gov control
enmunicipal Water Company.
- Created by‟enabling, special act of parliament.

For profit

Non Profit

- APP (associated Press of Pak)

- CDA
- CAA (Civial Aviation)
- National Book foundation
- NLC

THE CIVIL SERVICE OF PAKISTAN

1) Historical Background of Civil Service:-

a) Establishment of ICS:-
- Pak inherited Civil services from British Colonial
- Aitcheson Commission.
- ICS-1888
- Distinction between All-India service & Central Service
 38

Secretary of State for India Gov. General of India

 Recruited by Central gov Central gov
 ICS + IPS Class, I, II, III
b) Civil Service in Pakistan:-
1. All-Pakistan Services were created on the analogy of All-India Services
2. No of services
3. Bureau cry initial phases
 Bureaucratic rule, military as junior
 Ghulam M. (3rd G-G)
 He appointed Ayub Khan as Defence Minister.
 How bureau cry as junior of military.
4) Bhutto Adm Reforms:
- Dismissed 1300 civil servants
5) Under Zia:
- Commission on civil service reforms
- Abolishing all occupational groups
- Technical service
- DMG
- 10% for military
6) Under civilian rule
- Erosion of bureau cry
2) Structure of Civil Service
- Under Article 240 Civil servants Act of 1973.
- Civial Establishment Code (ESTA CODE)
- Related to:
 Terms, conditions
 Appointments/recruitment, promotion, seniority
 Conduct and discipline
 Posting & transfer
 Appeal, petitions, representation
- FPSC
- PPSC,SPSE, BPSE, KPSE
- Service Tribunal (Article 212)
- Federal Provincial Secretariat
- Ministry divided into administrative division
- Hierarchy of secretarial division
- Provincial federal secretary
- Recruitment (direct + military)
3) History of Civil Service Reforms:-
1) Egger Report, 1953:-
- Interest based, out dated standards, self-perpetuation system, interchange able
part.
 39

Recommendation:
- Unification, standardized pay scale, generalist,
2) Gladieux Report 1955:
- Specialized instead of generalist
3) Pay, Service Commission (1962)
- Only 7 groups
4) Working group (1969)
- Same status of all groups.
- No difference between provincial, central office
5) Adm Reform Committee 1972:-
- Unified group
- Job evaluation

Pre service
In-service
4) Training: foreign training
Pre-Service
- CTP
- STP
- CSA
In-Service
- NMC (National Management Course)
- SMC (Senior Mangement Course)
- Mid-Carrer Management Course)
- NDC (National Defence College)
- NIPA
Foreign Training
 BPS 17-19
 BPS 20-21 (Harvard)
 Technical assistance programmes
 Provincial level (Planning and Development Department of the Province)

18th Amendment
5) Institutional & Cultural context of civil service:-
a) Elitism

Elite of aspiration elite of merit achievement

b) Staying power:- (preserve status quo)
6) Role of Civil Service in Good Governance:-
Bad Gov Good Gov
- Inefficiency - Rule of law
- Red tape - transparency
- Maladministration - participation
- Corruption - Accountability
- Secrecy - Sustainability
7) Gender & Civil Service
Challenges:
 40

1) Systemic factor
2) Cultural factor
3) Organizational factor
4) Lack of gender friendly policies
Planning Machinery of Pakistan
Functions:
1) Formulation
2) Implementation
3) Evaluation
Planning Machinery:-
1) National/Federal Planning Agency
2) Development Board (1948)
3) Planning Board/Commission (1953)
4) Permanent National Planning Commission (1957)
5) Federal Ministries/Divisions
- Annual Plan
- Roll on Plan
- Five Year Plan
- Perspective Plan
6) (PSDP) Public sector Development Programme
- Federal vs Provincial projects
- Ongoing vs New projects
- Foreign Aid projects
Components of Planning Machinery:-
1) Planning Machinery
2) Planning Commission
3) Planning & Development (P&D) Board
4) Dist gov/Zila council
5) Sanctionaing Machinery
6) Federal level
7) NEC
8) ENEC (Executive Committee of NEC)
9) Central Development working party (CDWP)
10) Federal Development working party (EDWP)
11) PDWP
12) Department sub-committees
Planning Process

Consultation with  Preparation of approach paper Consultation

All federal level  Formulation of technical working groups With all province
Minister for input  Prepation of sectorial chapters Govt. for input

Sent to all Fed. Ministers & Sent to all province govt for
Dev for inputs comments/ inputs
 41

Draft five year plan

Finance Division (Resource Economic affairs division

vial) (foreign aid availabilities)

Finalization of draft plan

&presentation to PM/President

Submission to NEC

Circulation to P.G and L.G

NEC in Pakistan

- Constituted by President
- PM (Chairman of NEC)
- CM of all provinces
- One member from each province nominated by
- Four other members nominating by PM.

ECNEC

- Headed by federal minister of finance

- Federal ministers
- Bureaucrats nominated by CM.(balanced development & regional equity)

NEC Post-18th Amendment

1) Federal gov would consult provincial gov before any hydo-electric power station
2) Receive duty collected by federal Gov.
 42

- Plans for advising EG and provinces

- NEC & CCI.

Electoral Reforms:-

a) During Musharraf Regime (1999-2009)

1) Reduced voting age to 18 years
2) Increased seats in legislature
3) Increased women reserved seats
4) Uni degree as qualification
b) During PPP (2008-2013)
1) Full time Election Commission
2) Bi-partisan appointment of CEC & Members
3) Bi-partisan appointment of Caretaker gov.
4) CNIC must
5) Computerized electoral votes.
6) Full time, dedicated election tribunal
c) Why Now:-
a) Low public trust
b) Experience of 2013
d) Unfinished agenda of Reforms:-
1) Qualification of EC Members & CEC must be amended, may not necessarily be from
judiciary
2) Direct judge should not be appointed in EC directly after retirement
3) Biometric ratification of votes before voting
4) Electronic voting machine.
5) Regulation of election spending
6) System of constituency monitors
7) Ind. Of polling staff
8) Better training of Ro and staff
9) Training of polling agents
10) Increase no of polling station & permanent
11) Count on website
12) Election tribunal should decide petition with 4 months.
13) Overseas. (postal balloting)
14) External the period of scrutiny of nomination.
15) Voter security, staff security
16) Audit
17) Secret ballot
18) Online public voter list
19) Intra-party elections
20) Delimitation.
 43

Goal XI) Public Ad: Accountability & Control

 Parliamentary or legislative Control of Adm:-

1) Budgetary Control
2) Control over delegated legislation
3) Debates and discussions
4) Resolution and motion
- Adjournment motion
- Vote of no-confidence
- Vote of censure
- Cut motion, attention motion
5) Question hour
6) Audit and report
7) Control through parliamentary committees. (PAC etc)
 Executive Control
1) Policy making
2) Budgetary system
3) Recruitment system
4) Staff agencies
5) Executive Orders
6) Delegated legislation

 Judicial Control:
1) Lack of jurisdiction
2) Error of law
3) Error of fact finding
4) Avenue of authority
5) Error of procedure.
6) Regulation of election spending
7) System of constituency monitors
8) Ind. Of polling staff
9) Better training of RO and staff
10) Training of polling agents.
11) Increase no of polling station & permanent
12) Count on website
13) Election tribunal should decide petition with 4 months.
14) Overseas. (postal balloting)
15) Extend the period of scruting of nomination
16) Voter security, staff security
17) Audit
18) Secret ballot
 44

19) Online public voter list

20) Intra-party elections.
21) Delimitation

How:

1) Herbeaz Corpus. (Illegal detention)

2) Mandamus (order , command)
3) Prohibition
4) Quo warranto
5) Certiorari (higher courttrices a case going in lower case)
6) Judicial activism.

 Administrative Corruption:-
- WB, II “the abuse of entrusted power for prive gain”.
- Adm. Corruption vs Adm. Integrity.

Types:

1) Collusive corruption. (corruptee themselves are silling)

2) Coercive corruption (pwerr & authority forces to do)
3) Non-conjuctive (benefit at come one else cost)
4) Legalistic

Roof-Causes:

 Gross discrepancy between income of employees and their living expenses other
causes.
 Lack of sensitivity & ethics
 Rising trend of urban living
 Corrupt climate.

Measures:

1) De-regulation
2) Public awareness
3) Re-engineering
4) Salaries
5) De-politicization of adm-system
6) Public-monitoring of Gov. Bodies.
7) Ind. bodies
8) Freedom of press
9) Human relation

Civil Society & Good governance:

 45

Role:

Role of Media

Media

Formulate invoke

Public opinion Soumotto to strict action

Negative opinion

Frustation In politics

Effect on electorate Accountability/question

Bureaucratic Responsiveness and Representative Bureaucracy:

1) Bureaucratic Responsiveness:-
- Openness and reciprocity of listening that promote relationship.
- (response-ability)
 46

Features:

1) Bureaucratic responsiveness to public wishes

2) Bureaucratic responsiveness to interests of state.

Studies:

1) Public choice theory & bureaucratic responsiveness

2) Public policy & bureaucratic responsiveness
3) Principal-Agent analysis and ---------------------
2) Representative bureaucracy:
- Reflect demographic composition of the population it serves.

Federal Budget Process

Budjet Call Circular (October)

Taxes
Debt
Revenues Detailed Estimates Expenditure
no
deposit
Other revenue
Revenue & Recommendations

Detailed Security

Formulation of budget proposal

Consideration &
submission of Consideration & approval of budget Proposals)
Recommendations

Debate, assent to finance Bill June/July

June/July
Authentication of schedule of
authorized expenditure

Schedule of authorized
expenditure sent to debt/division
 47

Lecture 1

 Definition:-
 Scope
 Role
 Private vs public ad.
 Democracy vs Bureaucracy
 Politics Vs administration officer
 Traditional Vs New Public ad
 School of thoughts.

Goal 1 (Public Administration)

Definition:-

Group 1:- (application of law)

 Who equate the sphere of activity of p.a with the implementation of law and public policy.
a) L.D White:
Public Ad. Consists of all those operations having for their purpose, the fulfillment and
enforcement of public policy.
b) Woodrow Wilson:
Public administration is is the detailed and systematic application of law.
c) Harold F. Gortner:
Coordination of all organized activity for the implementation of public policy.

Group 2:- (orders of executive)

 They believe that public administration is the process of carrying out the orders and
directives of the executive.
a) Luther Gulik:
Public ad is the part of the science of administration which has to do with government
and thus concern itself with the executive branch where the work of government is
done.
b) Herbert Simon:
 48

Concerned with the activities executive branches of national state and local
governments.

Another Group:-

 Wider view
 Combine all the three branches of government.
 Prof Willoughby & George G. Horden.
Administrative function is the function of actually administering law as declared by the
legislative and interpreted by the judicial branch of the government.

Final Definition:

1) The formulation & implementation of public policy

2) The carrying out the orders and directions of the executive branch of Gov.
3) The implementation of ad the laws and rules as adopted or issued or interpreted by
executive, legislative and courts.

Scope of Public Administration:-

- Two school of thoughts.

- Managerial view Vs Subject-matter view (Heni Fayol, Maqueen, Lulick)

Managerial View:

 Public ad, is the planning, organization, command, coordination and control (Henri Fay)

By P Maqueen

 Three Ms Men, Material, Methods.

Luther Culick:

 POSDCORB
P Planning
O Organization
S Staffing
D Directing
Co Coordination
R Reporting
B Budgeting

Subject-Matter View:-
 49

 Activities such as law and order, defence, social security, defence education, public health
ignored by P O S D C O R B.

Merian says:-

Public ad is an instrument with two blades like a of scissors one blade is knowledge of the fields
covered by POSCDCORB, the other blade is the knowledge of subject matter in which these
techniques are applied. Both blades must be good to make an effective tool.

 Principles Vs sphere debate

Walker:

a) Administrative theory
b) Applied administration
Political legislative Financial Defence Education
Economic Foreign empirical local

ROLE OF PUBLIC ADMINISTRATION

 If avilization fails it will be mainly because of breakdown of administration.

(Prof. W.B Donham)

1) Administration and Policy

2) Administration and Society
3) Administration and individual
4) Administration and democracy
5) Administration and Social Charge
6) Administration and War & Peace
7) Preservation of Polity
8) Ensuring growth and economic development.

APPROACHES TO THE STUDY OF PUBLIC ADMINISTRATION:-

THE CLASSICAL APPROACH:-

 Traditional/descriptive approach.
 Sopporters: L.D.White, Luther Gulick

Features:-

a) Impersonality
b) Specialization
c) Efficiency
 50

d) Hierarchy
e) Task of adm. Is technical.
f) Describe only set of facts.
g) Complete dichotomy of politics and administration.
2) SCIENTIFIC APPROACH:-
 Mechanical approach
 Supports: Taylor, Mooney, Frank, Werner.
Features:-
a) Scientific methods for administration
b) Mechanical organization under mechanical laws.
c) Focuses of material and methods.
d) Seperates Planning and execution.
Managers Workers
e) Organizational efficiency
f) Coordination between management & worker
g) Establishes dichotomy of politics from administration.
h) Scientific selection & training of workers.
3) HUMAN RELATION APPROACH:-
Supporters: Herbert Simon, Chester Barnard
Features:-
a) Describe, factual, empirical
b) Attention towards individuals, groups.
c) Motivation, decision-making
d) Informal, interpersonal, and intergroup relationships among members of an
organization
e) Study of informal social organization
f) Interdisciplinary in character
g) Role of individual, leadership etc.
h) Value-laden.
i) Impact of behaviorism.
4) ECOLOGICAL APPROACH:-
 Interdependence of public bureaucracy and its environment (socio-political, cultural
sub-systems).
 Supporters: Riggs, Robert Dahl, Gavs.
Features:-
Seven env factors explain the functions of government.
a) People
b) Place
c) Physical technology
d) Social technology
e) Wishes and ideas
f) Catastrophe
 51

g) Personality.
5) CASE- STUDY APPROACH:-
 In reaction to traditional approach
 The case study, method is going to be permanent feature of the study and teaching of
public administration.
6) THE COMPARATIVE APPROACH:-
 Woodrow Wilson, Riggs, Robert Dahl.
 Cross-national public administration.

Features:-

a) Non-political and technical, (traditional)

b) Ideal best-pattern may be used (scientific)
c) Dichotomy (Tradional)
d) Informal structure (Human Relations)
e) Historical facts must be considered (structure)
f) Ecological factors.

ISSUES AND CHALLENGES IN PUBLIC ADMINISTRATION

 Principles of adm are universal but their applicability and relevance may yet to be
conditioned by the physical and social environment.

Major Issues:-

a) Imitative rather than a indigenous pattern

b) Deficient in skilled manpower.
c) Gap between format and reality.
d) Limited autonomy
 Policy Issues
 Organizational Issues
 Other Issues

BUREAUCRACY VS DEMOCRACY

Bureaucracy Democracy
1) Development of groups or 1) Development of the individual
organization
2) Bureaucratic hierarchy 2) Equality
3) Top to down decision making and 3) Participation among citizins in decision-
authority. making
4) Direct
5) Selected, Imp
4) Freedom of expression, 6) Less Accountability.
representative elected, make law
strict accountant
 52

Politics Vs Administration:-

 Public ad. Operates within a political context.

 Public administration should be a link between incoming and outgoing government.

Political Officer Administrative Officer

Amateur Professional
Non-technical partisan Technical non-partison
Temporary Permanent
More public contacts Fewer public contacts
More legislative contacts Lower
More policy formulation Lower
More decisions More advisory
More coordination More performance
Influenced by popular Influenced by technical
Opinion Collected from study

Efficiency Vs Equity:-

 More efficiency depersonalization and objectification

 Equality responsiveness, involvement.

________________________________________

Efficiency Equity

Depersonalization and objectification responsiveness and involvement

TRADITIONAL PUBLIC ADMINISTRATION VS NEW PUBLIC MANAGEMENT

Traditional New
1) Resulted due to adm. Mediation of 1) Got influences from Industrial
Germany ind. Max-Weber‟s work. revolution and modern economies.
2) Public Service, as exclusive task 2) Collaborative exercise involving NGO
performed by gov. etc.
3) Citizen avoiding and gov. business. 3) Citizen friendly, transparent and
accountable.
4) Public-Private distinction 4) Public-private partnership.
5) Rigid, rule, hund and hierarchical 5) Flexible organizational Design and
model. Proactive Model
6) Process accountability 6) Result accountability
7) Anonmumous bureaucracy 7) Accountable bureaucracy
8) Structure-oriented 8) People-oriented
9) Emphasis on rationality 9) Emphasis on bounded-rationality
 53

10) Centralized strategy 10) Decentralized strategy

11) Authoritative approach 11) Participatory approach
12) Politics:- ad dis 12) Politics- administration confluence
13) Focuses on structures and processes 13) Focuses on performance ad result
14) Hierarchical 14) Network
15) Efficiency 15) Efficiency and affection
16) Citizens 16) Customers
17) Rowing 17) Steering
18) Max, Weber, Taylor, Wilson 18) Robert, Behn/Guy Peters Jonathan
Bostan (1996)

ISLAMIC CONCEPT OF PUBLIC ADMINSTRATION:-

Introduction:

- Service-oriented

Characteristics of Islamic Adm:

1) Simplicity and ease Mosque was the Centre of all religious, social, political and adm
activities.
2) Islamic system easily assimilated foreign institutions with its won nations of gover. And
adm.
3) Religious and moral spirit
4) Practice of „Ijtihad‟.
 Adm. According to Quran, Sunnah and Shariah:
 Administration and Pious Caliphs:-
- 632-661
 Administrative Institutions in Islam:-
1) Caliph
2) The Diwan (Secretariat)
3) Wizarah (Ministry)
4) Wulat (Governor)
 Conclusion:
54