Public administration is the execution of policies made in the public interest. Dynamic administration shows the social, psychological dimension of administration and management. The dynamic administration is well described by Marry Follett who was an American theorist. According to her, every person has their own perspective and thoughts because this conflict will occur between the society. 

Dynamic Administration

Dynamic administration is the innovation of science in public administration which includes the sociological and psychological aspects of the employees in the administration. Dynamic administration allows the public to raise their opinion with the help of law without compromising their rights. This way the situations of the system will be handled more effectively in order instead of man control.

Dynamic administration deals with the following factors:

• Social Conflict: It is the difference in ideologies of different groups of people. When two or more actors confront each other in social contract, reciprocally using a social power in an effort to achieve scarce or incompatible goals and prevent the opponent from achieving them, social conflict or group conflict develops
• Corporation: It is the legal entity. It is separate from the owner. It’s a legal entity formed by individuals, investors, or shareholders with the goal of making money. Corporations can enter into contracts, sue and be sued, own assets, pay federal and state taxes, and borrow money from banks
• Group Process: The group process refers to how people of an organisation collaborate to get things done
• Communication: It is the process of delivering the thoughts to others. It is the interchange of meanings between people using a shared set of symbols

Integration process of Dynamic Administration

The process takes place in three steps:

1. To get the integration, firstly, the difference should be considered rather than inhibited. We cannot anticipate integrating our deviations unless we know what they are. Thus, we need to unveil, determine and understand the actual issue involved in a conflict.
2. The second step is to consider the condition of both regions in the conflict and terminate them into their constituent part, including the examination of signs, use of which is unavoidable in an organisation activity. Integration not only ends up the entire, but sometimes one has to perform the difference.
3. The third step is anticipation. It does not convey how to avoid conflict and act differently.

Obstacles to a seamless integration process:

• Knowledge requirements should be high for integration, discriminant, and keen perceptual experience. Giving the suggestion of doing a job is much more difficult than fighting. The process of integration becomes difficult when there is a lack of information or knowledge
• The level of creativity and innovation should be high
• More resources may be needed
• The group may not accept a replacement until true integration can be achieved
• The communication used must be favourable to equalisation and should not awaken antagonism and perpetuate the conflict
• The leaders exert undue influence. This is the last and the most important obstacle

Effectiveness of Dynamic Administration

The concept of dynamic administration simplifies some complex conflicts in society and organisations. The ways to achieve so are:

• Domination: Only one can get success and the other side will be unsatisfied, and the worst result will be there. Hence, this should be neglected
• Compromise – Most of the time, both sides have to compromise for a particular period. Although, this will result in internal conflicts that combine continuously and become more dangerous when they show up again. This method didn’t give her much either
• Integration – Here, two desires are integrated, and none of the sides needs to sacrifice its desires 

What is the Authority?

• Privileges give the authority, and resources can be directed/managed for the completion of some tasks
•  It is said that powers and rights lie in the work to be done, not in the position or person. Authority moves in the same direction as work
• Follett rejects the concept of delegation of authority and believes that authority is a myth created for pride and that wherever you work, you should and should have power as a right

Control and Power

• The strength is the phenomena through which agencies are visibly directed with the aid of using a few human beings to discharge a few functions

• The idea of `strength with` as a substitute for `strength over` should be preferred, and human beings need to paint collectively as opposed to dominating
• Control should be based on facts, not on any rule-based structure. Because people will soon overthrow it

Follett’s Views on Leadership, Coordination, and State and Democracy

Viewpoints on Leadership:

• Follett advocates leadership as a very important phenomenon that should be left to people who have the knowledge, understanding, and ability to lead a group in a specific situation
• She said that leadership depends on the situation
• In different situations, you may have the same leader, but in different circumstances, new leaders with the different skills and knowledge need to take over to benefit the whole group
• She insists that leaders must be good communicators and motivate groups on a regular basis
•  Follett also argues that her analysis showed that while organisations following agile leadership flourished, organisations that followed hierarchical leadership failed and became unstable

Viewpoints on Coordination:

Follett calls this a harmonious work order and provides four dimensions for organisations to see the achievement of coordination. 

•  Coordination through direct contact is maintained by the seniors and is flexible and non-hierarchical
•  Coordination requires that all elements are related, that is, all nodes and their functions are connected to each other
• The coordination from an early stage, when policy goals are finally defined, includes those who may be seen to be interested
•  Coordination as an ongoing process, that is, coordination efforts, must be comprehensive and timely

Viewpoints on the State and Democracy

• Follett believes that the state is the highest realisation of all social groups and that individuals find the realisation of their goals and objectives only in groups
• She advocated democracy as the basis of a true state because people are free to express their feelings, opinions, and reservations
• According to Follett, the purpose of state law is to ensure that groups achieve their goals without compromising on anything
• She also argued that people’s participation should continue throughout the decision-making process, as it is not  limited to the ballot box and because groups with a democratic spirit can lead large nations in incorrect directions

Conclusion

Dynamic administration connects classical and behavioural approaches to organisations and its administration. The organisation should be seen as a social system and management as a social process. Also, collaboration is a process or a result, not a prerequisite. It emphasises the social and psychological aspects of management and management. The human aspect of the organisation is identified and the role of contextual factors in the organisation is indicated. 

Follet believed in government science. She believed that conflict was inevitable and solvable because of individual differences. Constructive conflicts are registered for the benefit of all interested parties.