Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
35 Cards in this Set
- Front
- Back
|
Difference between institutions and organizations
|
Institutions: A set of formal and informal basic rules of behavior for society to follow.Typically a reflection of the people in government proceedings, what they hold to value.
Organizations:the physical governing body or department created by the people with similar interests looking to accomplish a specific set of institutional goals/responsibilities. |
|
|
Organization and institution
|
Institutions are the set of formal or informalrules put in place for society to operate under, are meant to be efficient, andmay regulate our behavior.
Organizations are groups created by people withsimilar interests looking to accomplish specific goals. Organizations mustabide by the rules implemented by institutional processes. |
|
|
Woodrow Wilson & View of Public Administration Dichotomy
|
Wilson was a progressive and popularized theideas of Max Weber within the American political system. He believed inlegal norms and rationalized decision making. He also promoted CivilService reforms. The dichotomy was not to divide the politics of ademocracy from the public administration of the government. The phrase“don’t throw out the baby with the bathwater,” meant not to throw out the babyof democracy with the bathwater of corruption that came from the spoils system.(Greatest Group); It came out of “disappointment” of spoils system or Dysfunctionalism of spoils. Public administration is a field of business-like and shouldbe separated from politics. The object of administrative study is torescue executive methods from the confusion and costliness of empiricalexperiment and set them upon foundations laid deep in stable principle.Executive decisions in governments should not be manipulated by politics. Such a distinction highlights accountability of those who are in chargeof their actions.
|
|
|
Social capital in capacity building
|
Social capital is highlyrelated to human capital but includes organizational system; social capital arethe skills developed in civil society and non-profit sector; human skillsdirected at social sector (NGOs, CS); Human resource development is key tointernal capacity building; training and skills passed on to others.
|
|
|
Irving R. Janis, “Groupthink,” Summary
|
“Groupthink” a term coined by socialpsychologist Irving Janis (1972), occurs when a group makes bad decisionsbecause a similarly-minded group is under pressure to make a decision. Groups affected by groupthink ignore alternatives and tend to take irrationalactions that dehumanize other groups. A group is especially vulnerable togroupthink when its members have a similar background, when the group isinsulated from outside opinions, and when there are no clear rules for decisionmaking.Example: the decision torush into a war with Iraq before a broad based coalition of allies wasestablished Groupthinkcan be caused by these factors, though they don’t necessarily lead togroupthink: Illusion of invulnerability Collective rationalization Belief in inherent morality Stereotyped views of ‘Out Groups’ Direct Pressure on Dissenters Self-Censorship Illusion of Unanimity Self-appointed ‘mindguards’ (protect group from contradictory information) Some potential remediesto “groupthink” include: The leader asking team members to be critical evaluators The leader’s avoidance of stating preferences at the outsetEach member discussiongroup decisions with a trusted associate and reporting back\",\"or6q~
|
|
|
Can Bureaucracy be reformed
|
Reforming bureaucracy is oftenassociated with reducing bureaucracy, or “cutting the red tape”. This wasattempted through a review conducted by Vice President Al Gore in 1993, calledthe National Performance Review. The NPR called for less centralizedmanagement, more employee initiative, and a strong emphasis on customersatisfaction. Few of the recommendations, however, have beenfollowed. Bureaucracyreduction/reformation hasn’t been wildly successful. A few key reasonsbeing: Bureaucracy has two “managers” - The President, and Congress. During periods of divided government, with one political party having control over one branch, and another political party having control over the other, there is a general distrust between the branches, with one usually thinking the other is trying to gain control, which causes a resistance in reform. Reducing bureaucracy usually means reducing or elimination programs. This is usually avoided as many voters benefit from the services provided from these programs, and the voters will oppose and rebel against these reductions. More conservative approachestoward reforming bureaucracy may include: Deregulation by reducing the number of rules and government regulation/power within bureaucracies. Since the 1980’s, many industries have been deregulated, including telecommunications, energy suppliers, airlines, and railroads. Barriers exists to deregulation, including but not limited to opposition from labor unions in regulated firms. Privatization, where a formerly public activity is transferred to a private firm to manage.
|
|
|
Cultural Approach
|
Based on a two-part thesis(part two is a theoretical question): Political, Administrative Culture and socialization have a major impact on organizational behavior. Can we reform or reinvent government given premises about organizations and socialization? Cultural approach involves anideal of utilizing organizational culture to impact leadership development,team dynamics and strategic planning. ʜq@
|
|
|
Two Assumptions of Multi-CulturalIssues
|
Many Cultures; Regional, ethnic, professional, administrative, etc. including a hierarchy of values.
These are rooted in historical origin, race, gender, education, race etc. |
|
|
Three Components to Culture
|
Information and Measurable Understanding/Cognitive: the set of historical and cultural information to which any native of the society is automatically tuned in (ex. Patriotic image of US president as paternal)
Beliefs and Values/Evaluative: what ought to be, based on normative evaluation of what is good and bad (example from the 1980s: military service is good and welfare cheaters are bad) Emotions/Emotional: the emotional attachment of people to their political system based on symbolism, myth, anthems, flags etc. It provides the strength of values and is the framework of nationalism (example: propaganda utilizes this emotional component, like the portrayed on the 1898 Spanish-American War to the American people saying that few were killed and it was a “splendid little war” just because there were no consequences for the US) |
|
|
Normative Evaluation
|
Comparing an individual body to the group they are part of, essentially identifying the degree to which they meet the standards of the whole. This can be applied in a practical sense (identifying a nation's institutions as weak compared to the “standard” nations) or a moral one (identifying practices within a population as “wrong” compared to the standard accepted by everyone else).This is generally used by majorities as a way to punish or persecute dissenting minorities.
|
|
|
Concept of Political Culture:
|
People are tied to a unique web of historical experiences
Assumption: From the general culture one can extract the salient aspects of that culture that relate to political behavior and organizational and administrative traditions Includes interactions between political systems, media and citizenry? |
|
|
Socialization on Culture and Institution
|
Socialization is the process bywhich members of a society acquire the customs, values, and norms required forintegration into a society/community. For instance, within anorganization, new employees may be introduced to organizational culture andnorms (more commonly known as “shown the ropes”) via documentedexpectations, such as employment handbooks, job descriptions, dress code andinformation technology use policies, etc. 1q$i
|
|
|
Can we Reform or Reinvent Government given Premisesabout Socialization and Organizational Development?
|
Any attempt to reform orreinvent government has to give consideration to the applicable culture;cultural values are the most difficult to change. Bureaucratic culture is deeply ingrained in many governments and resistant to change, especially when change threatens the status quo. Elites benefiting from the organizational structure do not have an incentive to invite change and those lower down in theorganizational structure do not have the influence to affect change. However,these organizations developed out of a socialization process and, under goodleadership, have the potential to use socialization to reform the organization.
|
|
|
Rational Model:
|
A comprehensive approach to decision making. Optimal for achieving a goal or solving a problem. Completeavailability of information is required determining optimality. This isthe most commonly used decision making model.
|
|
|
Standard Operating Procedures
|
Pre-defined steps and activities of a process orprocedure. An SOP provides employees in an organization a set of establishedprocedures/actions/responses to common external practices, activities, ortasks. SOPs are an important model and descriptor of the way the governmentactually works.
|
|
|
Satisficing (Simon) vs. Incrementalism vs. Zero BasedBudgeting:
|
satisficing is a decision-making strategy thatattempts to meet an acceptability threshold (first available option) at a verylow level of analysis.
Incrementalism is a method of working by adding (or subtracting) to a project using many small (often unplanned) changes. Zero Based Budgeting is the budgetingwherein all the budgetary allocations for each department for the financialyear are set at zero.As against incremental budget, in ZBB, it is assumed thatthe organization is starting anew - right from the planning stage, especiallyfor preparing budgets.wq |
|
|
Cost Benefit Analysis
|
Cost Benefit Analysis is adecision making tool that aims to assess the value of a proposal or competingproposals on a consistent basis.
CBA estimates and totals up the equivalentmoney value of the benefits and costs to the community of projects to establishwhether they are worth-while. The purpose of CBA is to ensure that the publicsector allocates scarce re-sources efficiently to competing projects. |
|
|
Difference between Accounting and Accountability
|
Accounting is the actual process of tracking, managing, and distributing money via formal procedures.
Infinancial terms, accountability is the tracking and displaying of how money hasbeen spent, and includes possible consequences for satisfactory orunsatisfactory use of that money. |
|
|
Current state of Financial Management
|
1. IMF Stabilization- currency reform,auctions and trade liberalization
2. Decentralized Budgeting- Part ofGovernance Debate 3. World Bank and UNDP"Management" - Opposing views to SAPs 4. Human Resource Development(Millennium Development Goals) 5. Exceptions for Security ChallengeCountries (SCC) 6. Continued Absence of recurrentbudgets and loss of control in Crisis: especially re. “Terror Prone,” Collapsedand Fragile States 7. Activity (economy) driven bytechnical assistance projects - the only game in town 8. Bridging and sectoral loans andgrants- major source of international involvement 9. Crisis in Governance and HumanSecurity |
|
|
Samuel Huntington’s Modernization and Corruption’Summary
|
Corruption is most prevalentduring intense phases of modernization Modernization changes values in the society, so there is a new standard for right and wrong. As a result, some traditional behaviors are condemned as corrupt. A recognition of difference between public role and private interest. New sources of wealth and power New means of assimilating groups to political power -There can be corruption of thepoor and of the rich (political power → $, $ → political power)-Modernization leads to theexpansion of government authority
Reducing corruption involvesscaling down norms of appropriate behavior for public officials and changinggeneral behavior of officials in that direction. -United States - Wealth oftenleads to political power (Trump)-Foreign businesses in acountry promotes corruption, because the foreign company is less inclined tofollow the country’s norms-Corruption may accentuateexisting inequalities-Corruption can help tostimulate economic development by bypassing certain laws q`* |
|
|
Schiavo-Campo’s Selected Requirements for FiscalTransparency
|
Clarity of Roles and Responsibilities: A law or administrative framework should outline what the budget encompasses and what it does not, as well as who is responsible for its formulation and execution. This includes stating how taxes will be gathered.
Public Availability of Information: Information on non-budgeted activity, the previous two budgets (and their revisions,) and an annual outlining of government debt should all be available to the public. Open Budget Preparation, Execution, and Reporting: A paper outlining fiscal policy and risks of government activity, as well as the nation’s fiscal balance, should be made available along with the basic budget information. Independent Assurances of Integrity: Government budgets should be audited by an external organization, whose findings are directly reported to the legislature. (Schaivo-Campo & McFerson 133)jq檤 |
|
|
Schiavo-Campos’s Budget Execution 3 factorsnumber
|
P. 144 Budget Execution- thephase when financial resources are used to implement the policies incorporatedin the budget. Expenditure Cycle Allocation of appropriations/ release of funds to spending units Commitment Verification Payment Assuring compliance Auditing and Evaluation??.....
|
|
|
Schiavo-Campo’s Management Controls, Audit, andEvaluation
|
Management Controls: The means by which managers ensure that the organization’s policies and procedures are being followed. If these are not followed, there is the possibility for fraud, inefficiency, and basic errors. Internal audits allow managers to detect and correct such problems before they become major issues.
Audits: Two types: financial audits and efficiency audits. The former assesses that an organization’s finances are as they claim, and that there is no corruption or other malfeasance. The latter type assesses whether or not an organization is operating at its maximum expected output. Evaluation: Providing feedback based on the outcomes of a past budget in order to determine which policies worked or did not work. This information is used to improve a future budget. (Schaivo-Campo & McFerson 149-150) |
|
|
Schiavo-Campo’s Core Principles of Reform
|
Basics of expenditure management need to be in place first, before more sophisticated budget management Reform should raise the country’s own capacity to manage expenditure, and not rely on foreign specialists Budgeting improvements cannot last if they are imposed top-down by the central ministry of finance with little involvement or low implementation capacity of the sector ministries The record of actual success or failure of the measure being recommended must be carefully assessed by obtaining independent feedback from other countries that have experimented with it The annual budgeting decisions must take into account their probable future impact
|
|
|
Schiavo-Campo’s Gender Gap and Compensation umber
|
Most countries now prohibit discrimination on the basis of gender, there remains a difference between men and women’s wages. “Equal pay for equal work” Should be a continuing priority for governments to push for increasing convergence in pay for men and women in government service.
|
|
|
Schiavo-Campo’s Promotions, Raises, and NonmonetaryIncentives
|
Promotion- A critical element in the motivation and morale of employees. Promotion increases salary while enhancing status and responsibility.
Criteria- The factors used to determine eligibility for promotion. Includes: Performance, Potential, Skill, Knowledge, and Seniority (as a proxy for experience and good judgement). Procedure- The institutionalized process of evaluating and selecting candidates eligible for promotion. Salary Increments- a form of monetary reward within a pay-grade (in the US these are called steps within a pay grade i.e. GS-04-01, GS-04-02, ..., GS-04-09). These increments are usually automatic with time in grade and only withheld as a form of punishment. If an employee maxes out their salary increments without being promoted to a new grade, increments disappear and monetary incentives can only be achieved through promotion. Annual Performance Bonuses- When an employee or department does especially good within a year it would be foolish to give a permanent increase and salary; this is where annual performance bonuses enter. One-time bonuses are awarded for special achievements. Non-monetary Incentives- Important in times of fiscal restraint and insufficient funds for monetary incentives. These include: National Honors, Agency-based recognition and award schemes, Career Development Opportunities, and Post-Retirement Options. All of these can be found in more detail with examples on pp. 189-192 |
|
|
Stages in Developmental State
|
Faith in the state Industrialization and modernization (economic growth) From Keynes to Rostow Basic human needs (1965-1975) Growth with equity Robert McNamara and the World Bank (shifting focus toward poverty reduction) Integrated rural development and internal distribution New International economic order (1970s-1983) Redistribution at the local level level Basic human needs vs. new international economic order (north/south dialogue) Structural adjustment (1983-1989) Private power (soft power) Public sector reform Ronald Reagan and Margaret Thatcher as pioneers Governance and Capacity building (1989-2006) End of the Cold War and 9/11 Governance and decentralization New public management: reinventing government Focus on public sector reform (1979-2016) Deconstruction Shift in conflict from east-west to internal conflict Public sector reform Reforms vs. corruption - the dialectic of the public sector Return to human resource issues Training, recruitment, rewards and punishment Return to meritocracy
|
|
|
Redefinition of ‘Reinventing Government
|
(Osborne and Gabler) - steering rather than rowing
Strengthen systems of accountability Simplificationand deregulation |
|
|
Top Foreign Aid Countries
|
1.U.S.；2.Japan；3.Germany；4.France5.U.K.；6.Netherlands；7.Italy；8.Canada9.Sweden；10.Norway
|
|
|
Human Resource Development:
|
Need! |
|
|
Difference between Proportional, Regressive andProgressive Taxes
|
Proportional - Tax rates areproportional to income. An example is a flat tax.
Regressive - Tax rates decreaseas income increases. A sales tax Progressive - Tax ratesincrease as income increases. The U.S. income tax system |
|
|
Auditing vs. Accounting
|
Accounting is the process ofkeeping financial records, and is an internal process.
Auditing is a review process ofaccountability by an external source. |
|
|
Difference between Fiscal and Monetary Policy
|
Monetary policy deals with suchthings as controls of interest rates and money supply to ensure price stabilityand trust in the currency. Fiscal policy deals with tax rates, governmentspending and income to influence the economy.
|
|
|
Meaning of ‘Death to Authority’ (Zakaria)
|
-Power diffused among thepopulace People have more access to ideas and services (ex: financial sector and credit cards), and can influence ideas (ex: shaping church doctrine, or shaping cultural taste)
-Politicians pander to thepublic People in leadership positions are held accountable to a fault - they worry about popular opinion and re-election more than making decisions in the best interest of their constituents -Modern elites fail to takeresponsibility Elites are less acknowledged, but they still exist. Money, knowledge, and power all contribute in varying proportions to make someone elite. Unlike the past, current day elites are self-interested instead of abiding by a code to provide public services. |
|
|
Is foreign aid ‘dead aid’ orhow is it best used? (Picard & Buss)
|
Dead aid refers to theineffectiveness of aid because:
Promotes dependency from recipient countries Fails to achieve its objectives
Aid usually has ulterior motives that dictates its agenda Imposes one size fits all western development models |
