Ecology is taken to mean the mutual co-existence between the organisms and the environment

Ecology is taken to mean the mutual co-existence between the organisms and the environment

Ecology is taken to mean the mutual co-existence between the organisms and the environment. This relationship should be maintained for the two entities to co-exist harmoniously. Public administration on other hand has a whole lot of definitions that vary in accordance to the intended use. The most important thing is to create a public service that will not become a bureaucracy dangerous to the society by nay means and to the popular government chosen by the people. Ecology of public administration will thus be based on different environments of the roots of government functions, operational problems and civic attitudes. This will enable the creation of a bridge between the society and the public administration (Stillman 78).

The policy makers are entrusted with the need to create policies that will describe and interpret why particular tasks are undertaken through the government and the problems that result from such organization, management and policies. The described correlation will assist in coming up with better ways of dealing with the root problems that affect the public administration (Gaus 6). Bureaucracy is a concept that is used to refer to the way administrative execution and legal enforcement of rules is organized. Division of labor among personnel, a personnel system that has consistent and efficient recruitment patterns and stable linear careers, hierarchy among the offices provided and formal and informal networks that connect the companies through information flow are major features of a perfect bureaucracy.

Challenges facing this industry are mainly lack of transparency in recruitment exercises. Lack of accountability and stable recruitment patterns creates a big gap between the rich and the poor in the society, creating hatred between the two classes. Often, talents are not given a chance to flourish in these work areas due to nepotism that is rife in the organizations. Careers are offered on who-do-you-know basis that closes talented people out. Education is also not offered in a uniform way. The schemes followed are not similar within the states depending on which schools one attends. Officials in the originations are offered immunity and are thence immune from criticism from those being led as well as those directly or indirectly affected by the services offered (Gaus 7; Stillmann 81). These challenges can be managed by electing leaders that have the views of the common person at heart. People that value honesty and integrity will help reshape the public administration and offer hope of better future. Actions that are geared towards cleaning up the public service are always welcome since it creates transparency and accountability. Recruitments will be made in regard to talent, merit and experience as the core code of selection. This will create a sense of responsibility from those that gain entry into these offices. Work will be done in respect to the experience gained and efficiency will be readily achieved in the public sector.

A community that is ready to utilize catastrophe as a means of improving tragedies will have taken an analytical approach towards solving its problems. This ensures that the public is ready to make demands upon its powers to observe upon a sensitive awareness of changes and the willingness to face political basis of administration. This implies the creation of a public agency that will create a reason for its existence and a reason to attack it as well. This is another clear way of handling corrupt bureaucrats and increases the establishment of a better society (Stillman 83). This will assist in getting a remedy for the problems observed as the political elite take up their task of formulating laws geared towards fruitful understanding of the ecology of government (Stillman 84). Creating a society that is free for spoils and abuse of powers will only be achieved if the formulated policies are strictly followed and enforced.

Dr. Gayle is a renowned AIDS activist who has passed the test of time in her battle against HIV/AIDS and other contagious diseases in the whole world. Her accomplishments are mainly characterized by immense skills and talents that she has horned over the years. The aspect that keeps her abreast all the other leaders is of course her creative ability to strategically create policies that work. She has shown strong leadership skills in the external national and international communities for the fight against deadly diseases (Stillmann 91).

Among her strategies is that of collaboration with the relevant organizations that will create awareness among the people. She links and integrates the messages to assure effective coordination of resources in terms of costs and program effectiveness. Unlike Mayor Anthony Williams who represents the rot in the public service, Gayle represents an honest and clean working environment that accounts for every dime used. Mayor Williams does not support dialogue but an iron fist kind of rule. Dr. Gayle welcomes ideas and links with like-minded partners to come up with strategies that will enhance efficiency. Williams has no firm control of his docket whereas Dr. Gayle is firmly at the top of the organizations he has directed over the years. She does not yield to pressure but works out strategies that ease pressure in the working environment (Stillmann 92).

Therefore, as can be deciphered from the above, public administration requires dedication from the leaders and strong and firm stands even when under pressure. A leader is suppose to take care of the people he/she is representing but not cracking under pressure when faced with divisive decisions. The public good should come first before personal interest. With this, public administration will be dealt from the ground up to the top helm of administration.

Works cited:

Gaus, John, reflections of public administration, 1947, p.6-19, Alabama: Alabama University press

Stillman, Richard, Concepts and cases: public administration, New York: Houghton Mifflin Company, 1996, p.78-98