Chapter 13 Chapter 1 workforce Wilson Goodnow PAD3003 Midterm Study Guide Popular culture and public administration Loss of independence sufficiency of mediocrity Counting down the years until retirement Image suffers from guilt by association Targeted audience the target audience must be multifaceted complex The nonprofit sector A usually invisible but equally important part of the public service delivery system Governments and taxes know the flow of funding local state federal Numbers of bureaucracy Government employs an average of 17 of the total Definition of bureaucracy The structure within which virtually all government organizations operate to provide services to public and private sectors in the most efficient manner possible How does he view administration its relations to politics Administration and politics should be separated Administrative concerns are NOT political concerns administration is a field of business Know the 3 periods 1 Absolute Rulers 2 Constitutions do away with absolute rulers 3 Sovereign people develop administration under constitution The 3 authorities Judicial Executive Administrative Politics Policies or expressions of the state will Administration The execution of policies Harmony There should be a harmony between the expression and the execution of state will harmony between politics and administration Subordination Politics and administration must move together without subordination there is political paralysis Political Paralysis Described as a disharmony between law and its execution disharmony between politics and administration View on dichotomy Politics and Administration is NOT a dichotomy View on Social equity People should be treated fairly Frederickson believed that administrators should have more authority and public administration should be humanized and made more democratic in its processes Four Principles 1 Efficiency for completing tasks 2 Studying the capabilities of workers 3 Fusion of procedure and training 4 equal division of labor Two Ends to labor Productivity and efficiency Means to the Two Ends Standard work procedures use of empirical examination specialized training division of labor come from the four principles Frederickson Chapter 2 Taylor P Planning O Organizing S Staffing D Directing CO Coordinating R Reporting B Budgeting Weberian Bureaucracy Hierarchy Technical Expertise Merit Based Appointments Used to produce greater organizational output Bureaucracies are jurisdictional structures Responsibilities should be divided in accordance with competence or ability Fayol s Principles Division of Work Authority Discipline Unity of Command Unity of Direction Subordination of individual interest to common interest Remuneration of Personnel payment should be fair Centralization Decisions flow from top to bottom Scalar Chain line of authority should not be overstretched or contain too many levels Order all materials have proper place organization Equity fair treatment not identical treatment Stability of personnel tenure job security and room for promotion Initiative Allowing opportunities for employees to take initiative Espirit de corps Unity of employed people uphold moral Fayol believed these principles were applicable to ANY organization the most important being SPECIALIZATION UNITY OF COMMAND AUTHORITY and UNITY OF DIRECTION AUTHORITY AND UNITY OF DIRECTION ARE REFERRED TO AS COORDINATION BY MANAGERS Brownlow Commission Yielded recommendations towards the executive branch The President has a complex job and therefore needs A LOT more help Neoclassical school Simon s dichotomy Facts and Values Management science inquiry should be concerned ONLY WITH FACTS Simon criticized classical management principles because they were not grounded in scientific research Waldo and Dahl highly disagreed with these claims they believed that administrative study is concerned primarily with human beings characterized by thinking and values Merton s Trained Incapacity Challenged and disagreed with the Weberian bureaucracy stating that administrators should not be treated like machines behavior that is programmed to be machine like severely compromises an individual s administrative capacity perhaps to a point where nothing can be accomplished Selznick s Informal Groups Informal organizations are cliques that are grounded in personal relationships and can cut across formal organization hierarchy Friendship with manager boss Selznick argues that here should always be informal groups embedded in formal organizations Argyris Emphasized the importance of human condition within organized settings Individuals and formal organizations are often in conflict With its chain of command span of control and task specialization feelings of failure and frustration arise Barnard s Incentives Material Inducements money incentives Personal nonmaterial opportunities power prestige opportunity to distinguish Desirable physical conditions of work safe working environment Ideal benefactions your work makes a difference Habit and attitude conformity embrace a core set of beliefs Opportunity for participation your voice is being heard Associational attractiveness relationships at work Condition of communion actually liking your coworkers Contemporary Organizational Theories Structural organic vs mechanistic Mechanistic Systems are Weberian in nature and suited for stable environments Roles are clearly defined structure in hierarchal decision making is authoritative and communication is top down Organic Systems are suited for instable environments Roles are less defined structure is horizontal decisions are made on basis of knowledge and expertise and communication is informal Systems Theory Organizations is comprised of several interconnected parts to achieve broader organizational goals and objectives Systems Theory is cyclical It assumes that organizations are ever changing to respond effectively to changes This cycle looks at organizations in terms of inputs processes outputs and feedback INPUTS Resources that feed into processes PROCESSES The actual system Feeds into outputs OUTPUTS Generates FEEDBACK which operates as resources to be cycled back to inputs Quality Circle A small group of employees who perform similar tasks and meet regularly and voluntarily to solve work related problems The purpose is to actively improve the quality of an organization s services by involving employees in the decision making process Organizational Economic Theory Ensures that
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