Public Administration

N6
 Module 1 – Generic administrative and
management functions
GENERIC ADMINISTRATIVE AND MANAGEMENT FUNCTIONS
There are six generic administrative functions. These are:
• Policy making;
• Organising;
• Financing;
• Staffing;
• Development and necessity of work procedures; and
• Control and management.
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 Module 1 – Generic administrative and management functions
(continued)

PROCEDURES AND METHODS

To ensure that personnel in a specific department co-operate in attaining
policy objectives and do not waste time in the process, it is essential to have
specific procedures for each task. These procedures and methods should be
updated from time to time and are usually developed for a specific purpose.

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 Module 1 – Generic administrative and management functions
(continued)

FURTHER INSIGHT AND CONCLUSION

The main objective of developing work methods and procedures in public
institutions should be focused on the needs and interests of clients.
Managers have the responsibility of communicating the need for change and
should develop a course of action to implement change. Managers should
also build internal support for change and reduce resistance to change
through participation in the change process and by other means.

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 Module 2 – Control and responsibility

INTRODUCTION
The objective of control in the public sector should always be to ensure that
the authorities are publicly accountable for every activity performed or
neglected. In this way citizens can see exactly what is being done or not
being done to further their individual and collective interests. In the public
sector, control consists of two parts namely:
• Internal control, exercised by executive functionaries; and
• Giving account in the meetings of the legislatures.
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 Module 2 – Control and responsibility (continued)

THE NATURE OF STATE CONTROL

For effective prevention of corruption, attention has to be focussed on
developing clear policies and procedures, quality and ethical standards,
systems of transparency and effective law enforcement mechanisms. Thus,
by improving accountability and control systems, we can expect higher levels
of integrity in the public sector.

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 Module 2 – Control and responsibility (continued)

KINDS OF CONTROL
The control process in the government takes place in different forms. Control
can focus on events before, during or after a process. It can also be internal
or external control.

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 Module 2 – Control and responsibility (continued)

THE CONTROL PROCESS

The control process consists of clearly identifiable actions and processes.
These actions and processes include:
• Setting standards;
• Measuring performance against standards;
• Evaluating deviations from the standard of performance; and
• Taking steps to rectify the matter.

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 Module 2 – Control and responsibility (continued)

PUBLIC ACCOUNTABILITY
The aim of public accountability is to produce public information to citizens
before government acts on decisions made. Citizens can in this way sensibly
challenge government to amend, alter or halt their intentions and reasons.

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 Module 2 – Control and responsibility (continued)

THE OMBUDSMAN (PUBLIC PROTECTOR)

The public protector may investigate both on his or her own initiative, on the
basis of media reports and on receipt of written complaint from an aggrieved
person. The ombudsman is impartial and aims to investigate irregular or
illegal behaviour.

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 Module 3 – Management function

INTRODUCTION
A variety of functions need to be performed to develop, maintain and operate
public administration. It was realised that the theory of business
administration could be managed and could also be applied to the public
sector, even though their main aim is not to make a profit.

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 Module 3 – Management function (continued)

THE NATURE AND CONTENTS OF PUBLIC MANAGEMENT

Public Management only takes place in the public sector and involves a
number of generic management functions, namely planning, organising,
leading, control and co-ordination. Public Management can be seen as the
seventh function of the six generic administrative functions.

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 Module 3 – Management function (continued)

THE NATURE OF ADMINISTRATION

Administration in the public sector consists of the following six generic
processes:
• Policy-making; • Provision and utilisation of staff/staffing;
• Organisation; • Revision of work procedures;
• Financing; • Exercising control; and
• 7th Function: Public Management

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 Module 3 – Management function (continued)

PERSONAL CHARACTERISTICS OF A MANAGER

Abilities of a manager should include the following:
• The ability to plan;
• The ability to organise;
• The ability to communicate;
• The ability to inspire people;
• The ability to coordinate; and
• The ability to control.
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 Module 3 – Management function (continued)

THE FUNCTIONS OF PUBLIC MANAGERS

The public manager must:
• Attain his position;
• Determine and establish functions necessary to achieve objectives; and
• Direct actions and behaviour as indicated by policy.

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 Module 3 – Management function (continued)

ETHICAL BEHAVIOUR
It is essential that a good public manager be a person of integrity and should
display behaviour of high morals. Public Administration in the public sector
should be conducted in an ethical manner and should enhance the welfare of
all citizens.

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 Module 4 – Auxiliary function

INTRODUCTION
A number of auxiliary functions have to be carried out in order to support the
administrative and functional activities of a department. These activities are
normally performed by properly qualified and skilled employees for effective
and efficient work performance.

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 Module 4 – Auxiliary function (continued)

RESEARCH
If research is done correctly it may help us to understand and possibly even
solve existing or possible problems in the world. The results of research can
help government make informed decisions about policies and about what
strategies would help.

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 Module 4 – Auxiliary function (continued)

PROVISION OF LEGAL SERVICES

State law advisors are appointed by the Minister of Justice. Functions of state
law advisers including, but not limited to:
• Giving legal advice to state departments;
• Assisting state departments and provincial administrations with drafting bills;
• Assist with the passage of bills through parliament;
• Giving advice to state departments on the interpretation of laws and on the
implementation of laws.
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 Module 4 – Auxiliary function (continued)

DOCUMENTATION
Every public institution is required to maintain records on its activities. There
are two kinds of records which can be classified as:
• Transaction documents; and
• Reference documents.

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 Module 4 – Auxiliary function (continued)

PUBLIC RELATIONS
The functions of the public relations officer are to create, maintain and
enhance the reputation of government institutions. This could help to create a
favourable public image for the public institution by strengthening its credibility.

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 Module 4 – Auxiliary function (continued)

THE COLLECTION OF INFORMATION AND THE MAINTENANCE OF

INFORMATION SERVICES
All information from the the public sector should always be based on factual
information. To ensure that this is done, the government has established and
maintains information systems.

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 Module 4 – Auxiliary function (continued)

PROVISION OF INFRASTRUCTURE AND STOCK

For a public institution to carry out their tasks, it should have an appropriate
infrastructure such as buildings with relevant equipment. The provision of
infrastructure involves spending a great deal of money and it is essential that
officials are well educated and skilled to perform their functions.

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 Module 4 – Auxiliary function (continued)

CONCLUSION
Some of the auxiliary activities require properly qualified and skilled employees
for their economic, effective and efficient performance. Therefore, political
office bearers and officials should be acquainted with auxiliary activities to
ensure that adequate arrangements are made for their performance.

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 Module 5 – Instrumental functions

INTRODUCTION
Public officials should be equipped with excellent communication skills and
should have the ability to respond well to enquiries from colleagues and
clients.

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 Module 5 – Instrumental functions (continued)

PERSONAL MATTERS
Any organisation runs well based on the personal skills and abilities of their
employees. There are various activities every official should be able to perform
from communication skills to decision making skills to qualify him or her for
employment. These matters of personal knowledge and skill are instrumental
in the performance of an official’s work.

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 Module 5 – Instrumental functions (continued)

IMPERSONAL MATTERS
To enable an employee to carry out his tasks effectively he or she should be
provided with a number of general aids. These aids include:
• Offices, workshops, laboratories and other workplaces;
• Furniture and equipment;
• Motor and other transport;
• Uniforms and protective clothing; and
• Stationery, related materials and appropriate technology.
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 Module 5 – Instrumental functions (continued)

CONCLUSION
Various personal functions have to be performed such as communication,
listening, reading, formulating proposals and making decisions to achieve
objectives. Workers should also be provided with general instrumental
requirements to enable them to perform their personal duties effectively.

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 Module 6 – Line functions

INTRODUCTION
The main purpose of public institutions is to provide specific products or
services to the public. For this, appropriate functions are necessary. This
means that each public institution is identified and characterised by its
functional actions. These are also known as line functions.

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 Module 6 – Line functions (continued)

OBJECTIVES AND FUNCTIONS OF PUBLIC INSTITUTIONS

The number and extent of functional activities undertaken by public institutions
are determined by various factors such as:
• Ideologies of political parties and interest groups;
• Physical characteristics of the state;
• Social conditions, such as the number and density of the population; and
• International political developments.

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 Module 6 – Line functions (continued)

FUNCTIONAL/LINE FUNCTIONS CARRIED OUT BY ADMINISTRATIVE

EXECUTIVE INSTITUTIONS
The line functions of public institutions are:

• Keeping law and order; • Regulation of labour affairs;

• Protection functions; • Agriculture, forestry and water affairs;
• Educational services; • Transport; and
• Health services; • Public works and land affairs.

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 Module 6 – Line functions (continued)

CONCLUSION
Government institutions are established to improve the general welfare of
society through service delivery. There is an increasing need for public
services because of population growth and because communities are relatively
far behind in respect of the needs being met.

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 Module 7 – Government relations

PLACE OF GOVERNMENTAL RELATIONSHIPS

All spheres of government have to co-operate with one another in mutual
trust and good faith by fostering friendly relations and by informing and
consulting one another on matters of common interest.

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 Module 7 – Government relations (continued)

RELATIONSHIPS BETWEEN CENTRAL, PROVINCIAL AND LOCAL

AUTHORITIES
The Constitution obliges the provincial government to promote the
development and capacity of the local government. The Local government and
Central government should maintain an open, co-operative and constructive
relationship rather than a competitive relationship.

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 Module 7 – Government relations (continued)

CONCLUSION
The Constitution obliges the local government to provide services in a
sustainable manner. To fulfil this constitutional obligation, the provincial
government should play a significant role in strengthening the capacity of its
municipalities which would enable them to deliver public services effectively
and efficiently.

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