Quiz 2 Study Guide Allison Article Definition of Public Management o Similarities PODSCoRB The organization and direction of resources to achieve a desired result Planning o o Organizing Staffing o o Directing o o o Coordinating Reporting Budgeting Difference Public Private Time Perspective Pub Everything occurs on a short time horizon Much longer time horizons o Look at the long term planning much more clearly o o Public officials have short terms and usually lead for a short time The time horizon for the public world is very short Constrained over what actions managers can take o Must meet legal requirements at every point Not as subject to having their work regulated Personnel Constraints Equity and Efficient Expectation of working to achieve equality and fairness Not as much as an expectation Role of Press and Media Scrutinizes the government very carefully o Any action can be taken out of proportion Takes a lot more damage being done by the private sector to garner the amount of attention that a similar action would receive in the public sector Market Exposure Public sector can grow vast levels of failures and inefficiency The market economy forces the private sector to stay innovative and competitive o There is no competitive force that would render them bankrupt as it would in the private sector o A non competitive company will go out of business real quick Incentives Performance becomes much harder to measure and reward High incentives for employees to perform Paid according to Performance o Murray Comparing Public and Private Management Its more about the tools o Some managerial tools work in the private sector Whereas in the public sector they can be seen as unprofessional A blurring of the lines o Not that much of a distinction between public and private Except in the tools that they utilize Public and Private management should not be seen as there entirely different monolithic entities Because there is a difference in values in what each aims to do it is impossible to delineate a clear comparison between the two o Public and Private Administrations are Procedural Distinct but not Differences Similar processes which are not identical Business Managers vs Public Managers Business Managers o Ideals Self interested Rationalization Everything is about profit maximization They strive to achieve an efficient outcome Efficiency is paramount and associated with economic gain How to stay innovative and competitive in the market o o Problems Competition o Public Managers Ideals o Altruism Ends are altruistic Efficiency Implementing Policy Problems Social Problems Pluralistic Decision Making Differences Same Operational Planning Must deal with a variety of groups working in the interests of many Must compromise with other agencies to achieve goals Both work in the effective management of individuals and materials Public sector more strategic and planned Spend many resources and materials in planning long term Private sector more tactical Does not act as strategically as government does Staffing Different Difference of goals Public sector regulates hiring very much Cannot hire relatives friends etc Private sector very much unregulated when it comes to this Public admin looks to help society offer goods and services to the public Differences in the meaning of efficiency Public administration must respond to a higher degree of accountability Private sector looks at their bottom line at the end They can choose to offer a sub par product Monopolistic aspect Private sector offers individuals choices Public sector does not offer individuals choices Transparency Ideally the public sector is transparent Everything should be accessible by the public Yet in the private sector They have a degree of privacy Gulick The Division of Work Why Divide Work As each field is advanced more and more complicated principles practices and skills must be acknowledged As this occurs it becomes impossible to possess all the intimate knowledge needed for every aspect The Limits of Division o Practical limitation which arises from the volume of work involved in man hours Nothing is gained by subdividing work if it results in setting up a task which requires less than the full time of one man Technological and custom limitation at a given time and place There is nothing to be gained by separating certain jobs that should go together by technology and custom The subdivision of work should not go beyond physical division into organic division The Coordination of Work Two Primary Methods By Organization Superiors to subordinates reaching reaching from the top to the bottom of the entire enterprise o By Dominance of an Idea The development of intelligent singleness of purpose in the minds and wills of those who are working together as a group Each worker will of his own accord fit his task into the whole Limiting Factors Size and Time Time and Habit As organizations grow larger there is danger that the workers will forget that there is any central purpose When an organization is built up gradually staff can be broken in step by step Routines may be mastered by drill When a new enterprise must be setup quickly coordination is must more difficult The factor of habit is unavailable The Span of Control An executive should only directly oversee a few people Where the work is routine repetitive and measureable one man can direct many workers Where the work is diversified and qualitative one man can only supervise a few The Principle of Unity of Command A workman subject to orders from many superiors will be confused inefficient and irresponsible While one that is subject to orders from only one superior will be methodical efficient and The efficiency of a group is related to the homogeneity of the work they are performing responsible The Principle of Homogeneity Organizational Patterns Organizing Up or Down Top Down Systems Systems which subdivide the enterprise under the chief executive Must guard from sacrificing the effectiveness of the individual services in their search for a model structure Bottom Up Systems Systems of combining the individual units into aggregates which are in turn subordinated to the chief executive Must guard from thwarting cooperation in their eagerness to develop individual services Schools of Managerial Though o Classical Era o Concerned mostly with the values and principles of creating the most efficient structure Frederick Taylor Concerned with scientific management Outlines 4 principles
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