Suchergebnisse

AbstractThe reorganization in 1917 of the Illinois state administration into an orderly group of departments has already been copied by several states, as related in our pamphlet "Administrative Consolidation in STate Governments." The results in Illinois are dealt with in our pamphlet "Administrative Reorganization in Illinois." The Nebraska reorganization of 1919 has now reached the point where the results ar demonstrable, as set forth in this article prepared after a visit by the writre to Lincoln.

Effectiveness of the administrative system as a whole depends on the quality of its organization. The Organizational structure reflects functional dynamic of the public administration. On the other hand, functional requirements of efficiency and effectiveness of the administrative system determine organizational forms. The scope, character and nature of administrative actions require optimal and coordinated external (macro-organization) and internal (micro-organization) organizational structure, which will allow optimal functioning of an administrative system. Therefore, the organizational structure is not immutable category, because tasks and roles, activities and goals, are changing in the same government system and sometimes even the whole system, so it is necessary to change the administrative organization. Administrative organization is systemic (external and internal) open dynamic structure of state government agencies and other bodies and organizations with public (administrative) powers prescribed in the course of lawful relationships of dynamic interaction, based on the hierarchy or coordination, depending on the nature and objectives of administrative tasks. Current organization of the state administration has not been made according to the principles of modern management. It is a result of the political spoils system, and reflects the need for political control of the administrative departments. It lacks functional analysis and expert approach.