行政學의 파라다임에 관한 硏究
Ⅰ. Introduction
There is one way of explaining how public administration came to its present predicament. Thought in the field has been guided by three successive paradigm. Each Paradigm can be shown to pose major Problems for the development of public administration.
The major purpose of this study is to describe the paradigmatic status of public administration as a frame of reference for a normal science. And the historical approach and other several approaches were adopted as the method of this study. In the scope of this study, I classified the paradigm change of public administration into Traditional, Behavioral, and Humanist/Systemic paradigm. Each paradigm characterized according to four criteria that is, The matter of value, locus and focus, administrative variable, and structure for organizing work.
Ⅱ. Theoretical Background of Paradigm.
It is not easy to define the term "paradigm" but it is used in two different senses. One is the entire constellation of beliefs, values, techniques, and so on shared by the members of a given community. The other is paradigm as shared examples (examplar).
Ⅲ. Paradigms in Public Administration
This chapt reviewed the practices of traditional paradigm and Behavioral Paradigm.
First, some important characteristics of the traditional theory are: (1) The mission of administration was economy and efficiency (2) The focus of this paradigm was "Principles" of administration, and the locus was centered in the government's bureaucracy. (3) Dominant emphasis was placed upon limited structural elements. (4) This paradigm fixated on prescriptive, on how the public administrators world should be.
Second, the behavioral paradigm was characterized by its concentration on the behavior of human beings, and by the explicit advocacy of scientific method. The real stuffs of this Paradigm were not the institution, history and law, but the behaviors of individuals. And public administration considered the "internal" stages of the public policy-making process. Finally, this paradigm was essentially descriptive.
Ⅳ. Critical Comments on the Paradigms in Public Administration.
Administrative phenomena were treated as if these paradigms were closed systems. The concept of rational- economic man represented the assumption about people underlying the traditional paradigm. But the rational man concept was replaced by the social man concept which was subsequently replaced by the self-actualizing man concept of the behavioral paradigm. The behavioral paradigm attacked the formal-structual approach and it emphasized the importance of uncertain or natural elements in organizational life.
Ⅴ. Identity Crisis and New Paradigm in Public Administration
This chapter is to grope for new paradigm-Humanist/Systemic paradigm-relating to identity crisis of public administration.
To begin, the third paradigm is called "humanist" because it places far stronger emphasis on the needs of the sovereign individual than does the behavioral model
The second basic orientation in the third paradigm is called "systemic" because it proposes to utilize tools and models for analysis that are oriented toward maximizing some sort of broad social utility based on rigorous analysis of the most comprehensive possible set of social priorities and objectives. This Paradigm, then, is one huge conceptual suture seeking to bring together much that has been practically disparate. Critically, also, these theories and technologies are but recently and □□□□□ developed. This elemental fact is a source of substantial mischief
Ⅵ. Conclusion
When public administrationists recognize the importance of value-orientation, public administration can be related closely to philosophy, science, and prescription. In this connection, the humanist/systemic paradigm rests on substantial bodies of theories and technologies related to both humanist and Systemic components. In sum, this paradigm is an attractive candidate for the academic status of Public administration, at least because of advantages being made from extraordinary science to normal science.
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