Administration is both social engineering and applied psychology. It i — Marshall E. Dimock

"When I was president of the American Society for Public Administration, I grappled with questions of where that field was going, how it could make itself relevant to those who must steer the business of government on a daily basis, to those who must respond to citizens 24/7... Now I find myself asking a similar question, but this time in terms of political science. Happily, I see glimmers of light, giving hope that the field is returning to that which made it relevant in the first place: a search for guidance and truths about what it takes, as first Woodrow Wilson (1887), then Marshall Dimock (1937), and more recently John Rohr (1986) remind us, to "run a constitution."

"Administration is generic. It is a social science concept which applies to all organized group activity. Administration arises whenever organization occurs. There are common problems and processes in the household, the school, the church, the business corporation, and the vast modern state. After deciding upon objectives, means must be devised for carrying out the program. This latter process is administration. Anyone who is responsible for directing the work of others thereby becomes an administrator"

"The staff officer must be kept in his place. But this does not mean that he must be kept down, that he must be discouraged, that his initiative and imagination must be checked. On the contrary, all these characteristics should be encouraged. The important question is, through what channel are they to be directed? They should, of course, Bow through the responsible operating executive, not around him."

"Management experts can do much harm simply by being doctrinaire when, because of some customarily accepted formula, they tear apart established ways of doing things even though the existing structure is producing satisfactory results. They evidence a form of professional conceit-not confined to them by any means-which contributes invariably to the bad opinion which many successful executives hold of the management expert. It is a serious thing to operate on a going concern, because an institution is made up of people with established ways of doing things; people who, in consequence, develop certain institutional attachments which are an important part of institutional success. They are like the traditions of a family. Men take pride in them."

"In some organizations where staff assistance is overemphasized, from the standpoint of both the influence and the number of staff officials, the chief executive is likely to be cut off from his department heads. An executive should never lose sight of the fact that his closest contacts must be with the heads of the operating departments, and that it is upon them more than any others that the success of the program depends. If he permits himself to become cloistered because of the more favored position of the staff officials, the morale and driving force of the program will be impaired."

"It is now fifty years since Woodrow Wilson wrote his brilliant essay on public administration. It is a good essay to reread every so often; there is so much in it that sounds modern, so much that will hold permanently true... Political scientists owe Woodrow Wilson a debt of gratitude for opening their eyes to the broader importance and implications of administration. His keen mind also discerned the task which would occupy the attention of administrative theorists long after he was gone."