Chapter 8 I Program Evaluation A Intro 1 Operations research a Use of statistics and mathematical modeling in decision making B Collecting Empirical data 1 Surveys a Open ended b Close ended 2 Field observations a Participant observations evaluators immerse themselves into program b Non participatory process of infiltrating a usually reserved organization by going C Conduction evaluations and take holders 1 Policy makers represent elected officials 2 Program sponsors responsible for funding 3 Evaluation sponsor 4 Program managers the administrators 5 Program targets everyone who benefits from said program 6 Snowball sampling through person after person until receiving required data D Obtaining stake Holder input 1 Obtained by large in depth interviews or focus group sessions 2 SWOT analysis a Strengths weaknesses opportunities threats E Types of Program Evaluation 1 Needs assessment a Assessing the scope of the social problem the program addresses 2 Assessment of program theory a Refers to the conceptual design of a program b Programs impact theory impact of program x on social condition y c Logic Model a Organized in terms of program inputs activities outputs and out comes Sees how program operates 3 4 Assessment of program Process a Extent to which a program services are reaching its targets b Coverage c Bias certain groups of target population are participating with either greater or level of participation by eligible targets less frequency F Program Impact Assessment 1 Program outcome and impact a Outcome Impact b Experimentation and Concerns A Methods II refers to change in a characteristic of target population assumes that a change is result of program 1 Randomized field experiment a b Equivalence Equal distribution of characteristics through control group and Treatment group Control Group target group 2 Quasi experiment are not not done randomly B Program Efficiency assessment 1 Cost Benefit Analysis program benefits a Expressed in a benefit cost ratio assignment of individuals to a control group and target group Program costs are compared to tangible and intangible 2 Determining the value of intangible goods is often difficult 3 Contingent Valuation a Entails using surveys to ask people how much they would pay for a program b Not effective because people would rather free ride Chapter 9 I Public Budgeting A Federal Budget Process 1 The Budget and Accounting act of 1921 a Before president had no role in federal budgetary decisions b Created the Bureau of the Budget later replaced by the office of Management 2 The Taft commission a Created the Bureau of the Budget later replaced by the office of Management and budget and budget B Types of Budget 1 Line item Budget a Where money will be spent item by item a Amount of work that s done is measured 2 Performance Budget Money given if criteria is met 3 Zero Based Budget b Quality of work done c This impacts how much monies spent in the future d Makes It easy for managers to defend their programs a Shows amount of work that can be done with existing or future budgets b Extremely beneficial when it comes to slashing or adding funds 4 PBBS a Planning programs budgeting systems b c The programs cost and benefits are weighed against alternative programs Implements a cost benefit ratio that a program produces C Where the Money comes from 1 Federal a Personal income taxes capital gains taxes b Corporate income taxes 2 State 3 a Some do personal and corporate taxes b Consumption and sales tax Local municipalities a Property taxes b User fees on amenities D Theories of Budgeting 1 Social equity budgeted 2 Economic Perspective 3 Political science perspective a Different social philosophies have propounded impact on how resources are a Budget is in interest oriented process in which decisions are made in context of who pays and who receives b Conflict over who s individuals interests will prevail 4 Public Administration making process a Economic political interjected with a notion of equity into budgetary decision Chapter 10 I Public Sector Leadership A Management Functions 1 Organizational leaders must carry out specific managerial functions 2 Planning Determining what is to be done to accomplish a specific objective 3 Organizing formal arranging and balancing of activities the determination of who will do what and assigning authority 4 Directing Assigning tasks ordering instructing 5 Coordinating Integrating a schedule of activities so that the plans will be carried out on time 6 Controlling checking the progress of work making adjustments and corrections Implementing Accomplishing or fulfilling the purposes or ends of the work plan 7 B Prevailing Leadership Theories 1 Trait theory a Embraces the idea that leaders are born b They possess certain innate characteristics that make them well suited for leadership like intelligence confidence integrity and diligence 2 Skills Theory a While trait theory emphasizes personal characteristics the skills approach to 3 Style Theory leader ship is centered on human capital whit 3 distinct types of skills b Technical skills abilities and knowledge necessary to complete a task c Human skill interpersonal skill d Conceptual skill ability to think critically and work with ideas a Framed in terms of task oriented behavior and relationship oriented behavior b Task behaviors deal exclusively with organizational goal attainment c Relationship behaviors deal with the aspect of managing empolyees d A manager who emphasis both is a team manager e Quality circles consist of a small group of workers that perform similar tasks and meet frequently and willingly to solve work related problems 4 Situational Leadership a Is the science of how a leader must alter his or her approach based upon the circumstances 5 Contingency theory a Some leaders are better suited for certain situations b Task oriented leaders better serve in a stringent system like automobile production while relationship leaders are better suited for advertisement and selling the automobile 6 Path goal theory a Employee motivation is central to this theory b Theory defines 4 types of behaviors Directive Supportive Achievement Participative 7 Transformational Leadership a Goes a step further from Path Goal theory stressing the inspiration a leader must draw in from his subordinates emphasizing communication and listening 8 Theory of Life Cycle Leadership a Deals with the levels of direction and emotional support a leader provides while taking into
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