Public Administration Midterm Review Chapter 1 Levels of government Federal o Legislative executive and Judicial o Federal Taxation o Agencies State o Executive governor Judicial supreme court legislative house senate o State taxes and agencies Municipal local mayor citizens councils How government gets money Taxation income property and sales tax Fee based services driver s license car registration state parks more sig at state and local level Where government spends money Most is received from individual income tax followed by social insurance retirement pay in and Most money is spent via Federal gov expenditures 65 percent o Mostly on defense and insurance programs DOD 22 social security and medicare corporate income tax 40 Around a third goes to State and local gov s Highways housing consumer protection weather services FDA post office Amtrak etc Politicians vs public administators Politicians make policy Public servants administrate it Via bureaucracy structure supposed to be most efficient Thus public admin is governance implementation of policy facilitation of democracy and social equity protects citizenry and manages organizes directs etc government operations Chapter 2 Classical Era Taylor o Scientific Management 1 Most efficient ways of completing tasks 2 Maximize individual capabilities specialization 3 Fusion of procedures and training 4 Division of labor o Primarily concerned with Optimizing Productivity efficiency through Standardized work procedures Empirical examination time motion studies Specialization Equal division of responsibility between mgmt and workers Weber o Bureaucracy Ideal bureaucracies are hierarchical machine like structures under which efficiency is paramount Components of bureaucracies include Centralized authority with written documents establishing formal lines of communication Uniform procedures executed in an impersonal fashion Merit based appointments Responsibilities divided according to competence technical expertise Gullick Urwick o POSDCORB functional responsibilities of a chief executive o Planning organizing staffing directing coordinating reporting and budgeting Fayol o 14 Principles of MGMT Division of work Scalar chain Centralization etc Neo Classical Era Simon o Fact Value Dichotomy Principles of Classical Management are not grounded in scientific research Management science need be concerned only with facts Administrative description and best practice research are superficial subjective and lack realism o Dahl Waldo s Criticism Values are important to the study of public administration value free research undermines the importance of morality and ethics Administrative study as any social science is concerned primarily with human beings a type of being characterized by thinking and valuing Thinking implies creativeness free will Valuing implies morality Merton o Groupthink Weber s model is predicated on secrecy and views control and power as sources of stability Transparency and citizen participation are crucial to democratic government but are not included in Weber s model Weber s bureaucracy cultivates a culture of conformity and groupthink Challenger space shuttle disaster September 11th attacks Selznick o Informal Organizations Co optation Informal organizations grounded in personal relationships are embedded within formal organizations Informal organizations can facilitate organizational goals or become a tool of resistance Co optation involves bringing new or outside elements into an organization s leadership or decision making structure in order to minimize controversy or protect the organization against threats Employees are motivated by nonmonetary incentives Material inducements personal nonmaterial opportunities desirable physical conditions of work ideal benefactions habit and attitude conformity opportunity for participation associational attractiveness condition of communion Barnard more than money o Worker Incentives Humanizing Theory Parker Follett o The Giving of Orders 1926 Hawthorne Experiments Maslow o Needs Hierarchy Authority must be exercised in an impersonal fashion if a leader is to avoid being perceived as overly authoritative or obsequious Depersonalized orders originating from scientific management are a way to reduce management worker conflict Effective leadership organizational leaders must be able to unify individuals resolve conflicts demand performance and delegate authority without dehumanizing the individual Motivation is predicated on fundamental needs Physiological needs for sustaining life shelter food etc Safety needs body health family etc Love needs acceptance affection sense of belonging Esteem needs strong and autonomous worthy of appreciation Desire for self actualization the fulfillment of one s inherent potential acceptance of facts McGregor o Theory X Theory Y Theory X individuals dislike work and shun responsibility Theory Y individuals enjoy work and embrace responsibility Chapter 3 Organizational Culture Most important resource of any public organization is it s people Elements of HR include hiring the right workers to achieve goals training and developing workers and rewarding workings with both monetary and nonmonetary rewards Competition technology and diversity in an open system o Attract and retain skilled workers o Keep pace with rapid technological changes o Reflect societal demographic changes Internal and external forces o Organizational culture and attitudes toward HRM upper management sets the tone Organizational culture embodies the organization s value system and indicates how organizations treat their employees o The political administrative interconnection Politicization must be balanced with principles of merit and equal opportunity for employment Recruitment Public organizations may have a difficult time competing against private organizations for the best and brightest o Attacks on public servants may dissuade potential employees o Important to offer competitive salaries and appeal to an individual s civic duty o It becomes important to dedicate resources to recruitment Development Constant organizational learning to curb obsolescence Training and Education Development o Knowledge Skills and Attitudes KSA s o Public organizations are a unique work environment requiring an understanding of the legislative process and its implications for the workplace Delegation transfer of authority to a subordinate for a particular task o Demonstrates trust in subordinates o
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