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" "The executive in every walk of life, whether he knows it or not, directs social forces and determines the destiny of countless people, not only those who work in his immediate organization but among the larger public as well. He should comprehend this and recognize his responsibility. The role of statesman is thrust upon him by the nature and demands of the position he occupies. To fulfill it he mnst be a philosopher. But he cannot be a successful philosopher unless he understands the inherent life of institutions, the reasons why people in institutional situations behave as they do. This knowledge is the philosophy and technique of management.
Marshall Edward Dimock (1903 - Nov. 14, 1991) was an American political scientist, Professor of Public Administration at the Department of Government at , known for his work in the field of public administration.
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Public administration is a process or a theory, not merely an accumulation of detailed facts. It is Verwaltungslehre. The object of administrative study should be to discover, first, what government can properly and successfully do, and secondly, how it can do these proper things with the utmost possible efficiency and at the least possible cost both of money and of energy.
Administration is both social engineering and applied psychology. It is apparatus and mechanics, incentives and human nature. Let no one think it is merely the former. Nowhere is the need for psychology greater than in the organization, direction, and inspiration of men working in large groups. Outstanding administrative results are produced by spirit, morale, atmosphere; these, in turn, are the product of psychological mainsprings and invigorating incentives. As Benjamin Lippincott has recognized, both governmental and business administration resolve fundamentally into the role played by effective incentives.
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The wise executive never looks upon organizational lines as being settled once and for all. He knows that a vital organization must keep growing and changing with the result that its structure must remain malleable. Get the best organization structure you can devise, but do not be afraid to change it for good reason: This seems to be the sound rule. On the other hand, beware of needless change, which will only result in upsetting and frustrating your employees until they become uncertain as to what their lines of authority actually are.