PAD3003 midterm study guide Chapter 1•Levels of Government•Federal•State•Local•How does the government get money?•Taxation, •necessary to support the three branches of government, states and cities also have the power to tax. Tax is collected by federal, state or local agencies and pay for a broad range of services that meet the needs of everyday citizens •Fee-based services•Examples: drivers licenses, car registration, access to state parks •More significant at state and local levels •Where government spends money?•2007 the federal, state and local governments spent over 4 trillion. •Federal spends the most •Defense and Insurance programs•Department of Defense •Insurance programs (Social Security and Medicare)•Role of Politicians vs. Public administrators •Politicians make the policy•Public servants administer it Chapter 2 Classical Era•Fredrick Taylor •Revolutionized the idea of optimizing productivity, scientific Management •Primarily concerned with optimizing productivity and efficiency•Maximize individual capabilities •Weber •Hierarchical•Power is centralized •Individual responsibilities are jurisdictional•Uniform procedures are executed in the interest of efficiency•Advocated the use of written documents as a means of establishing formal lines of communications ••Gullick & Urwick•Developed the notion of POSDCORB•An organizational process that offer executives a tangible understanding of admin-istration•Planning, organizing, staffing, directing, coordinating, reporting, and budgeting •Frame work for designing the most effective organizations. •Fayol •14 principles of management•Divison of work, Authority, Discipline, Unity of command, Unity of direction, Subor-dination of individual interest to the common interest, Remuneration of personnel, Centeralization, Scalar chain, Order, Equity, Stability of personnel tenure, Initiative,Unity of employed people Neo-Classical Era •Herbert Simon •Fact-Value Dichotomy•Principles must be scientifically researched•Base everything off of facts •Merton •Challenged Webers model of bureaucracy•Groupthink•Characterized by extreme conformity that gets in the way of any critical analysis•Maintains power and cohesiveness in a group •Kind of conformity •Selznick •Informal Organizations & Co-optation •Informal organizations are cliques that are grounded in personal relationships and these cliques can cut across the formal organizational hierarchy •Barnard •Different from classical ideas because he stresses the importance of monetary andnonmonetary work incentives to secure cooperation •Worker Incentives Humanizing Theory•Mary Parker Follet•Authority must be exercised in a impersonal fashion so a leader is to avoid be-ing perceived as Maslow’s Hierarcy •Motivation is based upon five fundemental needs, known as needs hierarchy •Lowest level-needs to sustain life•Safety needs•Need for love-acceptance, affection and a sense of belonging •Esteem needs-which divided into two sub groups•1st-need to be recognized as strong, confident and autonomous•2nd-encompasses a desire for prestige and appreciation •Apex of the needs hierarchy- desire for self-actualization•Classical management theories assume that individuals are motivated primarily by money. Maslow undermined this notion. Individuals are actually motivated by socialand psychological needs. Quiz questions for chapters 1-21.Public servants are motivated by •2.What are the three levels of government in the United States?•Federal, State and Local 3.True or False: Nonprofit organizations are tax-exempt.•True 4.Government funding usually comes from all of the following, EXCEPT:•Donations 5.True or False: A bureaucracy is reliant on written documents (or the preservation of files)•True6.Classical Management is primarily concerned with •C, Productivity and efficiency 7.Weber’s ideal bureaucracy was criticized by Merton because •C, it does not put enough emphasis on control8.True or False: Herbert Simon was responsible for the introduction of scientific man-agement and time-motion studies•True9.Which organizational theorist focused on non-monetary incentives?•Chester Barnard 10.Briefly (no more than three sentences) describe McGregors TheoryX and Theory Y.•Theory X-assumes that individuals dislike work, and they avoid it whenever possi-ble. •Theory Y-open model that assumes individuals enjoy work and they embrace re-sponsibility. People solve complex problems through creative needsChapter 3 Organizational Culture•Human resource management•Most important resource to public organizations is its people•Productive HR manager balances workers needs and organizations goalsRecruitment•Public organizations might loose “best and brightest” to private organizations •Public organizations need to woo the “best and brightest” from multiple recruiting pools•Important to recruit and retain exceptional employees •Holzer recommends several strategies for persuading the best and the nrightest into government•Namely advocacy activities that keep the idea of public service on the forefront of people minds•Educating and reminding people that public service is both necessary investment and civic duty. •Competitive salaries, employee discretion and power of resources Employee Development Training and Education•Training begins with employee orientation •Continues through out career to fulfill the need for new knowledge, skills and atti-tude •Prepares worker for career advancement On-The-Job Methods of Employee Development •Delegation-boss delegates authority•Coaching-giving individual assignment and then personally assisting them •Special assignments-presenting plan to group, correcting office or production problems, and helping develop new product •Job rotation-moving employee from one job to another to expose them to differ-ent problems •Understudy-bosses choice of a successorDelegation•Frees supervisor of time consuming tasks that would keep them from overall planning• Demonstrates trust in employees•Gives manager a way to observe and measure the performance of the assign-ment •Facilitates promotion •Fresh eye for new ideas •Increase the efficiency of the manager Employee Motivation •Money is not only motivation•Employees work needs and expectations must be given constant attention•Maslows Hierarcy of Needs
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