What are the shortcomings of public administration decision making in our country?

A brief description of public administration and the characteristics of administrative decision-making are as follows:

Administrative decision-making is an important concept in public administration, which refers to the actions taken by an institution in a specific environment to solve a public problem or achieve a public goal.

Administrative decision-making has the following characteristics.

1.Complexity: Administrative decision-making is a complex process that involves multiple links and multiple stakeholders. Decision-makers need to gather, analyze, and evaluate vast amounts of information, consider the impact and interrelationships of various factors, and weigh different options and consequences.

2.Uncertainty: Administrative decisions are often subject to uncertainty.

Decision-makers cannot ** future situations and outcomes, so decisions need to be made without complete information. This requires decision-makers to be foresighted and adaptable, and to be able to respond flexibly to uncertain situations.

3.Risk: Administrative decisions are often accompanied by certain risks. Decision-makers need to assess the risks and make decisions accordingly. Different decision-making options may bring different risks and consequences, and decision-makers need to weigh the pros and cons and choose the best decision-making option.

4.Publicity: Administrative decision-making involves the allocation of public interests and public resources. Policymakers need to consider the needs and expectations of the public to protect the interests of the public. At the same time, decision-makers also need to comply with laws, regulations and policies to ensure the legitimacy and fairness of decision-making.

5.Operability: Administrative decisions need to be operational, that is, they can be implemented in practice. Decision-makers need to consider the feasibility and feasibility of resources to ensure that decisions can be effectively implemented and produce the desired results.

Decision-makers need to communicate and negotiate with all parties, collect opinions and suggestions from all parties, and ensure the legitimacy and acceptability of decision-making. Participatory decision-making can increase the transparency and democracy of decision-making, and improve the quality and effectiveness of decision-making.

7.Long-term: Administrative decisions often have long-term effects and consequences.

Decision-makers need to consider long-term development and sustainable results, and avoid short-sighted and one-sided decisions. Long-term decision-making needs to be combined with strategic planning and objective management to ensure consistency and coordination between decision-making and overall development.

To sum up, administrative decision-making is a complex, uncertain, risky, public, actionable, participatory, and long-term process. Decision-makers need to weigh the pros and cons and make the best decision when faced with multiple choices and influencing factors. The quality and effect of administrative decision-making are directly related to the image of the public and the satisfaction of the public, so it has important significance and value.

1) Information interference. Information is the lifeline of administrative decision-making, if the administrative decision-maker lacks high-quality information, it will not be able to make effective decisions, and the collection, processing and transmission of information will cost money, which determines that the information of administrative decision-making can only be guided by "satisfaction".

2) Environmental uncertainty. Administrative decision-making is based on the established public issues, and on this basis, the optimal solution is selected among many alternatives according to the determined goals, and such a decision-making process requires decision-makers to have relatively complete knowledge about the generation of problems and the effect of decision-making.

3) Decision-making costAdministrative decision-making usually requires a lot of time, money and energy to bargain, weigh interests and choose solutions, and the consumption of these resources is an important part of decision-making cost.

4) External public pressure. Although the realization of public interest is the primary goal of administrative decision-making, what is public interest, whose public interest is it, and what can be realized public interest depends on the value judgment and interest pursuit of administrative decision-makers. Article 4 of the "Interim Regulations on Major Administrative Decision-making Procedures" [Principles of Scientific Decision-making] Major administrative decision-making shall follow the principles of scientific decision-making, establish the concept of innovative, coordinated, green, open, and shared development, persist in proceeding from reality, using scientific methods, respecting objective laws, and adapting to the requirements of economic and social development and comprehensively deepening reforms.

Article 5: [Principles of Democratic Decision-Making]Major administrative decisions shall follow the principles of democratic decision-making, adhere to the system of democratic centralism, implement the mass line, fully hear the opinions of all sectors of society, and ensure that the masses participate in decision-making through multiple channels. Article 6: [Principles of Law-Based Decision-Making]Major administrative decision-making shall follow the principle of law-based decision-making, persist in strictly abiding by legally-prescribed authority, and lawfully perform procedures such as public participation, expert argumentation, risk assessment, legality review, and collective discussion and decision-making, to ensure that decision-making complies with the Constitution and provisions. Article 7: [Disclosure of Decision-making] Major administrative decision-making situations shall be disclosed in accordance with provisions, subject to societal oversight, and shall be kept confidential in accordance with law.

Article 8: [Supervision by the People's Congress]The situation of major administrative decision-making is subject to the supervision of the people's congress and its standing committee at the corresponding level in accordance with law. Article 9: [Evaluation and Evaluation] Scientific, democratic, and law-based decision-making shall be an important part of the evaluation and evaluation of leading groups and leading cadres.

The basic requirements for public decision-making are set out in Chapter VI of Public Policy in Public Administration. Public decision-making refers to the decisions made by public organizations in the process of managing social and public affairs, which is the primary link of public management and runs through the entire process of public management. The study and development of public decision-making is very necessary to speed up the process of scientific, democratic, and legalized public decision-making in China, improve the efficiency and quality of public decision-making, and effectively achieve the goal of public management.

There are four important factors that determine the type of organizational structure and organizational approach that managers choose: the nature of the organizational environment, the type of strategy adopted by the organization, the technology used by the organization (especially information technology), and the characteristics of the organization's human resources.

1.Organizational environment: The faster the external environment changes, the greater the uncertainty, the more problems managers encounter in the process of obtaining scarce resources, and in order to speed up decision-making and communication, and make it easier to access resources, managers tend to make organizational choices that help enhance the flexibility of the organizational structure.

They can decentralize and give lower-level employees the power to make important operational decisions – a more organic structure. Conversely, if the external environment is more stable, resources are readily available, the level of uncertainty is low, and resources are available without much coordination and communication between individuals and functions, managers will often make organizational choices that make the organizational structure more stable or formal.

2.Strategy: Once a manager has chosen a strategy, they must choose the right approach to implement the chosen strategy.

Different strategies often require the use of different organizational structures. For example, differentiation strategies are often more likely to succeed in a flexible structure that aims to improve consumers' perception of the value of the products and services provided by the organization.

This is because in flexible structures, managers can quickly develop new or innovative products, which is conducive to the implementation of differentiation strategies. Conversely, a low-cost strategy that aims to reduce costs across functions is often most effective in a more disciplined structure that gives managers more control and is able to manage the spending and actions of the various parts of the organization more closely.

3.Technology: Technology is the combination of skills, knowledge, tools, machines, computers, and equipment used to design, produce, and distribute an organization's products and services.

In general, the more complex the technology applied by an organization, the more difficult it is for managers and employees to tightly control or effectively adapt the technology. Therefore, the more complex the technology, the more a flexible structure is needed. In this way, managers can improve their ability to respond to unexpected situations and give them full freedom to devise new ways to solve problems.

On the contrary, the more conventional the technology, the more suitable it is for the structure of the specification, because the tasks are simple and the steps required to produce products and services are predetermined.

Human Resources: The last important factor influencing the structural choice of an organization is the characteristics of the human resources used by the organization. The more skilled an organization has a workforce, and the more opportunities for employees to work collaboratively in groups or teams, the more the organization needs to adopt a flexible decentralized structure.

Flexible structures characterized by decentralization and delegation of authority to employees are well adapted to the needs of highly skilled employees. Therefore, when designing an organizational structure, managers must pay special attention to the characteristics of the workforce and the work itself.