Senior military officers play a crucial role in the intersection of public administration and military affairs. Understanding public administration is essential for senior military officers as it provides them with the necessary knowledge and skills to navigate the complex relationships between the military, civilian authorities, and the public. One key aspect that senior military officers should be aware of is the political landscape and public opinion. Golby, Feaver, and Dropp (2017) emphasize the importance of political awareness for senior military planners and leaders, suggesting that political awareness can be invaluable for senior military officers in understanding and influencing public attitudes under certain conditions (Nielsen and Liebert, 2020, 732-749). Thus, senior military officers should be well-versed in political dynamics to effectively fulfill their roles. 

Civil-military relations are a critical aspect of public administration that senior military officers must grasp. Krebs, Ralston, and Rapport discuss the democratic principle that civilian politicians have the right to decide on the use of force, emphasizing civilian control over the military. This underscores the importance for senior military officers to respect and uphold civilian authority in decision-making processes related to military operations (Krebs, Ralston, and Rapport 2021, 606-624). Understanding the boundaries and principles of civil-military relations is essential for senior military officers to operate effectively within a democratic framework. 

Senior military officers should also be knowledgeable about organizational dynamics and leadership within public administration. Reed and Bullis highlight the impact of destructive leadership on senior military officers and civilian employees, suggesting that senior military officers need to be cognizant of their leadership styles and behaviors to foster a positive organizational culture and ensure effective collaboration within the military and with civilian counterparts (Reed and Bullis 2009, 5-18). By understanding the implications of leadership on organizational outcomes, senior military officers can enhance their effectiveness in public administration roles. 

Furthermore, the training and development of senior military officers are crucial aspects that contribute to their effectiveness in public administration. Islam and Hosen discuss the importance of policy-level training courses for senior civil servants, which are designed to enhance their skills in policy, planning, and management. This indicates that continuous professional development is essential for senior military officers to stay abreast of best practices in public administration and governance (Islam and Hosen 2021, 41-52). By engaging in specialized training programs, senior military officers can acquire the necessary competencies to excel in their roles within the public administration domain. 

Additionally, the integration of military and civil administration is a key area that senior military officers should be familiar with. Stever (1999) discusses the concept of a “Glass Firewall” between military and civil administration, highlighting the need for a comprehensive understanding of the interconnected roles of military and civil administration within the state. This suggests that senior military officers must appreciate the nuances of working across military and civil spheres to effectively address governance challenges and promote organizational synergy. By breaking down barriers and fostering collaboration between military and civil entities, senior military officers can contribute to more efficient and coordinated public administration processes. 

In conclusion, senior military officers should possess a deep understanding of public administration to effectively navigate the complexities of their roles. This includes being politically aware, respecting civil-military relations, demonstrating effective leadership, engaging in continuous training and development, and promoting integration between military and civil administration. By embodying these principles and competencies, senior military officers can enhance their contributions to public administration and uphold the values of democratic governance and organizational effectiveness. 

References: 

Golby, James, Peter D. Feaver, and Kyle Dropp, 2017. “Elite military cues and public opinion about the use of military force”, Armed Forces & Society (1), 44:44-71. https://doi.org/10.1177/0095327×16687067  

Islam, Md. Zohurul and Shamim Hosen, 2021. “An effectiveness study on policy level training course: a case from Bangladesh Public Administration Training Centre, Bangladesh”, Asian Journal of Education and Social Studies (18), 3:41-52. https://doi.org/10.9734/ajess/2021/v18i330444  

Krebs, Ronald R., Robert Ralston, and Aaron Rapport, 2021. “No right to be wrong: What Americans think about civil-military relations”, Perspectives on Politics (2), 21:606-624. https://doi.org/10.1017/s1537592721000013  

Nielsen, Suzanne C. and Hugh Liebert, 2020. “The continuing relevance of Morris Janowitz’s The Professional Soldier for the education of officers“, Armed Forces & Society (4), 47:732-749. https://doi.org/10.1177/0095327×20960480  

Reed, George E. and R. Craig Bullis, 2009. “The impact of destructive leadership on senior military officers and civilian employees”, Armed Forces & Society (1), 36:5-18. https://doi.org/10.1177/0095327×09334994  

Stever, James A., 1999. “The glass firewall between military and civil administration”, Administration & Society (1), 31:28-49. https://doi.org/10.1177/009539999400935484

Scite, response to “What should senior military officers know about public administration?” July 22, 2024, Scite.inc. Modified by Tom Galvin.

Shelf AP.00 — General

In general, public administration is a field of study on the management and implementation of government policies and services. For the purposes of the Defense Management Library, the focus is on the federal level but public administration applies to all levels of government. Among the tasks and activities that public administration scholars examine include developing regulations, managing budgets, overseeing personnel, and evaluating program effectiveness. Essentially, one can view this as the practice of running government operations effectively and efficiently. Research into public administration includes policy development and implementation, public sector management, ethics and accountability of government resources, and public outreach.

This shelf provides resources pertaining to the field of public administration as it applies to any public sector organization. For defense enterprise-specific public administration activities, refer to Aisle E (Defense Enterprise).

Faculty Publications:

• None.

Laws, Policies, Memos, and Regulations (sorted by regulation number):

• The Constitution of the United States, U.S. National Archives.
• The Federalist Papers, U.S. Library of Congress.
• The Administrative Procedure Act (APA), codified in U.S. Code, Title 5, U.S. National Archives
  • Also see Office of the Federal Register, A Guide to the Rulemaking Process, https://www.federalregister.gov/uploads/2011/01/the_rulemaking_process.pdf
• The Government Performance Results Act of 1993, available at Office of Management and Budget.

Strategies and Reports:

• None.

Commentaries (inclusion does not represent endorsement):

• None.

Text and resources in this shelf aided by Google AI, response to “Field of Public Administration,” November 26, 2024, Google; and CamoGPT, response to “What are key documents that senior military leaders should use to learn more about public administration?”, November 26, 2024, US Army Cyber Center of Excellence.

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Title image credit: Petty Officer 1st Class Armando Gonzalez via All Hands, magazine of the U.S. Navy, public domain.