PAD3003-02 Study Guide for the MidtermThe study guide should be used to help focus on the ‘big topics’ included on the exam. The exam material is NOT limited by the concepts included here. If we covered it in lecture or in the reading then it might be on the test. Government Structure• National• State and localElected vs. Appointed• Elected official is put in office through a campaign and election• Appointed officials are selected by elected ones and do not have to pursue the position through an electionBureaucracy• Is the structure within virtually all government organizations operate and is characteristic of large, private concerns, as well. The concept of a bureaucracy is to ensure that goods and services can be produced or provided in the most efficient manner possible.• Jurisdictional boundaries, hierarchical, reliance on written documents, expertly trained management, the management of the organization subscribes to general rules, which can be learned and applied uniformly more or lessImage of a Bureaucrat• Lazy, inefficient, pain in the assPublic Service• Embodies the ethical principles of the common good –service to others and social equityPublic Servant• Monetary gain and other external rewards are often not primarily significant; instead, those who enter public service do so out of a desire to serve the public interest.Image of Public Servant• Where individuals become stifled, losing all sense of independence, pride, and initiative. They seem to no longer care, only to go through the motions, only to count down the years until retirementNeutral Bureaucracy• Ability to do the work of government expertly, and to do it according to explicit, objective standards rather than to personal or party or other obligations and loyaltiesOrthodox Perspective Politics-Administration Dichotomy (Goodnow, Wilson)• According to Goodenow politics must have a certain control over administration, using the words and the broad senses heretofore attributed to them• The business of government is to organize the common interest against the special interest• Distinction between thee functions of the politics and the administration of government, noting that politics had to do with policies and the administration dealt with their execution of policies.• Wilson’s Periods of national growtho Monarchical Rule or that of absolute rules, and an administrative system adapted to absolute ruleo That in which constitutions are framed to do away with absolute rulers and substitute popular control, and in which administration is neglected for these higher concernso That in which the sovereign people undertake to develop administration under this new constitution which has brought them into powerStories of Bad BureaucracyGovernment Values (Democratic, Social, Administrative, Political)• Popular sovereignty• Consent of the governed • Checks and balances• Separation of powers• Federalism• Judicial reviewAccountability, Representation, Responsiveness• Accountability: election process, freedom of information laws,• Representation• Responsiveness: technical expertise, how fast the government, bureaucracy or administration responds to a problem in societyIron Triangle and Issue Networks• Interest groups, congressional committee, agency Civil Service Reform (Pendleton act)• United States is a federal law established in 1883 that stipulated that government jobs should be awarded on the basis of meritClassical, neo-classical, humanizing eras of public managementScientific ManagementThe Hawthorne Experiments (by Mayo and Rothelisberger)• Workers are more productive when they feel they are payed attention to; moreover that the workers needs extended well beyond economic considerations; organizations are social institutions, and the classical management theories proved inadequate for satisfactorily explaining organizational dynamicsTaylor (Scientific Management), Gulick &Urwick, (POSDCORB), Weber (Bureaucratic hierarchy), Fayol • Fayolo Believed his principles of management were universal and applicable to any type of organization. The most important among them are specialization, unity of command, scalar chain, authority, and unity of direction.• POSDCORBo Planning Organizing Staffing Directing Coordinating Reporting & Budgeting• Webero Hierarchyo Technical expertiseo Merit based appointments• Taylor’s four principleo Adoption of laws and formulas determine the most efficient ways of completing taskso Studying the capabilities of workerso Fusing together of work procedures and specialized training. Responsibility managemento Divide work in an equitable fashion between management and workers, encouraging managers to apply scientific management principles to planning the work and the workers to perform the tasks allotted by the managersSimon (Fact, empirical investigation), Waldo (Value)• Simono Classical management techniques must be testedo Descriptive summaries and best practice research are inadequateo Need for increasing empirics in order to enhance understanding of productive and efficient practices o Quasi-scientific approach• Waldoo Maintains that value-free research undermines the inherent importance of morality and ethicso Efficiency is value-neutralo Characterized by thinking and valuing Thinking implies creativeness, free will Valuing implies morality Maslow (Hierarchy of needs), McGregor (Theory X and Theory Y), Parker-Follett (Effective Leadership)• Maslowo Self Actualizationo Esteem Needso Love Needso Safety Needso Physical Needs• McGregoro Theory X: the average person dislikes work and will avoid it if possibleo Theory Y: argues that work comes naturally to most people• Parker-Folleto Importance of leadershipo Effective leadership Unify individuals Resolve conflicts Demand performance Delegate authority without dehumanizing an individual Brownlow Commission• Fayol, Urwick, and Gulick’s theoretical principles were put into action through the Committee on Administrative Management, also called the Brownlow CommissionStructural theory- organic vs. mechanic, Mintzberg• Structural Theory - assumes that organizations are rational in that they function to accomplish specific goals and objectives. For every organization there is believed to be a “best Structure” and organizational dysfunction can be corrected.• Mechanistic systems – worker roles and responsibilities are clearly defined,
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