ABSTRACT
To an unspecialized observer of systematized public agency management, a surprising amount of technical specialism has developed in such fields as position classification, salary administration, placement, organization structure, procedure analysis, and the like. A principal question is why in their efforts to achieve satisfactory working arrangements those responsible for the present condition of the "science, processes, and art of public administration" have paid so little attention to the systematic development of methods and skills of human relations. Successful efforts to improve the management of human activity and relationships have achieved effectiveness in large measure because they have emphasized that the manager must act according to the specific human facts of the local situation. In organizing human activity, the purpose is to mobilize the resources of energy, initiative, and ideas lying latent within the people who compose the organization and to focus them on its problems and objectives.
