Public

Maladministration
AUTHOR(S): GERALD E. CAIDEN

Abstract

In this survey of the literature, Caiden highlights the

characteristics and types of administrative failure, as well
as some explanation of maladministration with emphasis
on bureaucratization. He also concludes by providing a
list of various bureaupathologies and a discussion of
how they can plague a public organisation.

Outline

Maladminstration

Case Study:
Bruneis Public
Sector

Bureaucracy

Bureaupathologies

Definition
The more administration there was, more
maladministration there would be. Most of people describe
as illegality, corruption, neglect, unfairness, bias,
incompetence and misconduct. (Kenneth Wheare, 1973)

He catalogue complaints against obstructive

administrative system: resistance to change, reluctant to
delegate authority, indifference to standard efficiency,
corruption and nepotism (Montgomery, 1966)

Definition
He mentioned that its indifference towards feelings or
convenience of individual citizens, a mania for regulations
and formal procedure, inability to recognize the
government as a whole and failure to recognize relations
between the governors and governed (William Robson,
1964)
Administrative action (or inaction) based on influenced
by improper considerations or conduct quoted from
ombudsmans

Maladmistration
Christopher Hood
(1974)
Overkill or
Diseconomy
Counter
Productivity
Inertia
Ineffectiveness
Tail Chasing

Robert Kharasch
(1973)

F.H. Hayward (1917)

Unspecified objectives
without clear targets
Multi-tasking with no
priorities
Not competence
Not experimental
Failing to learn from
experience and
feedback
Ego: immortality and
not abandoning
pointless programmes
.

Self-praise
Abuse of power
Self-seeking
Treason
Uncreativeness

In Addition

Peter Drucker (1980) mentioned that Avoiding the sins

wouldnt guarantee performance and results where it
could be prerequisite as most administrators commit
these sins all the time.

He also mentioned that most of them due to cowardice

of practitioners and lack of concern with performance.

Main Causes: Bureaucracy

According to Max Weber (1965), bureaucracy are characterized by:

Rules and Regulations

Follow general rules that are stable

and can be learned

Relies on written files

Elements of bureaucracy

Specialization

Hierarchy

Rules

Bureaucracy

Managerial
direction

Impersonality

Careerism

How can bureaucracy lead to

maladministration?

How can bureaucracy lead to

maladministration?
Specialization

Dull, boring, routine work

Low Productivity

Reliance on
written rules

Excessive red tapes, Legalism

Goal Displacement,
Corruption, Discrimination

Career service
concept

Narrow minded, time-serving

mediocrities

Bureaupathologies

Taken from: Caiden,G.E (1991), What Really is Public Maladministration,

Public Administration Review,Vol. 51, No. 6, pp486-493. Blackwell Publishing:
USA.

Characteristics of
Bureaupathologies

Easily defined

Easily
identified

Different
effects and
consequences

Different
origins

Tackled
differently

Complacency and inertia

Complacency
Discovery of new ideas but no
one ready to further explore and
take action upon it
Responsible people carry out
proposals but then never heard
again the progress of it

Complacency and inertia

Inertia
Preservation of old routines
and patterns
Repeating the same mistakes
Moving in slow, predictable
and wrong direction for
changes

Arguments

Right Wing
prefers to rely on private initiatives and market forces
Left Wing

the freedom to exercise control over their affairs

Bennis (1973) believe the process of bureaucracy can be reversed.

In Brunei Context

In Brunei Context

Recommendation

Recommendation

Privatization

Smaller job authorities (authority delegation)

System payments rather than manual

External Auditors

Stakeholders participation in policy formulation

Invite all stakeholders (BSB Masterplan)

Opinions from public

Reference

Ferlie, E., Lynn JR L.E., Pollitt,C. (2005) The Oxford Handbook of Public Management New York:
Oxford University Press

The Brunei Times. (2015, August 31). Police superintendent faces corruption charges. Retrieved
from The Brunei Times: http://www.bt.com.bn/news-national/2015/03/13/police-superintendentfaces-corruption-charges

Wong, A. (2015, August 30). JUST IN: $2.6 million Tamu Gadong up for tender. Retrieved from The
Brunei Times: http://www.bt.com.bn/bookmarks-breaking/2015/03/11/just-2-6-million-tamugadong-tender

Thien, R. (2015, August 30). Shops, restos allowed to operate only until midnight. Retrieved from
The Brunei Times: http://www.bt.com.bn/news-national/2015/05/15/shops-restos-allowed-operateonly-until-midnight