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116 Cards in this Set
- Front
- Back
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Ch.4 Revised Garbage Can model
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-Decison making is chaotic
-"streams: that operate independently (Problem, political, policy) -the wait for problems -policy advocates and other windows |
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Ch.4 Participatory Model
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-Assumes that a diverse group of individuals will act in a consultative capacity
-through referenda citizens are given the authority to accept or reject specific policy actions through the ballot box. -interests groups provide decision maker with wealth of info |
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Ch.4 Captivity
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-Decision makers too dependent on information from interest groups run the risk of being swayed into making decisions that serve the interest groups more than the organization itself.
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Ch.4 Elite Theory
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-Select few are afforded the privileged of making decisions.
-separation between elite and masses … Democracy means only that the people have the opportunity of accepting or refusing the men who are to rule them” |
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Ch.4 Political Model
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-Assumes that intra-organizational coalitions compete for influence.
-More powerful individual/coalitions idea wins out....ends up with everyone agreeing with them and sharing their veiw. -Other views suppressed. |
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Ch.4 Public Choice
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-School of thought derived from microeconomics, study of the economic behavior of individuals and organizations.
-Theorists underscore the importance of efficiency and tend to champion gov't contracting out and the privatization of government services. |
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Ch.4 Group Think
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-Innovated ideas considered "outside the box"
-Passive members censor their opinions in fear of criticism -Extreme conformity that gets in the way of critical analysis 1. Direct Leadership 2. Group homogeneity in terms of background and ideals 3.isolation from outside influences -Us versus "them" dichotomy -pressure applied to ensure unanimity SYMPTOMS OF GROUP THINK -illusion of invulnerability -stereotyping -rationalizing -moral high ground -self-censorship -illusion of unanimity -Pressure -mind guarding |
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Ch.5 Politics and Public Administration
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-dichotomy between politics and public administration not realistic. Utopian
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Ch.5 Discretion
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-street level bureaucrats essentially make policy.
-responsibility linked to "client processing goals" and maintaining self-autonomy. -public administrators fall victum to policy preferences from stakeholders (interest groups, legislators, media groups, rank-and file citizens) |
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Ch.5 Pendleton Act of 1883
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Created Bipartisan Civil Service Commission.
-civil service system |
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Ch.5 John Rohr
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-John Rohr justifies bureaucratic discretion
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Ch.5 Warren
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Bureaucracy: response to an increasing demand for services
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Ch.5 Carter Service Reform Act 1978
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-Senior Executive Services gives high-level bureacrats the option of forfeitting civil service job protections in exchange for higher salary, one that is more competitive with the private sector
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Ch.5 Executive Office of President
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-(EOP): lacks specialized knowledge needed to effectively monitor bureaucracy.
-lacks resources to overcome bureaucratic resistance -Clientelism and capacity issues still loom in spite of previous president's efforts |
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Ch.5 Office of Management of Budget
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-(OMB). Replaced BOB.
-sets agency budgets -appoints members |
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Ch.5 External Pressures
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-Administrative organizations are often subject to external pressures by special interest groups and elected officials.
-stems from fact that when public administrators draft policies and interpret those policies, they are making value-laden judgement. - |
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Ch.5 The Budget
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-budget reflects the successes and failures of various contenders- agencies and departments fighting to avoid cuts
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Ch.5 Iron Triangle
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CONGRESSIONAL COMMITTEEe<---information-->-AGENCY
AGENCY<----favorable policies----->INTEREST GROUP INTEREST GROUP -<-Campaign contributions--> CONGRESSIONA: SUBCOMMITTEE -Agency gets new appropriations and programs from subcommittee -Subcommittee gets support and information from agency -Interest groups get policies and benefits from the subcommittee and the agency -subcommittee also gets the support, information, and campaign contributions from the interest groups |
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Ch.5 Conflict between Administrative bureaucracy and democratic governance
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-Bureaucracies are closed systems that execute policies in a technical rationalist manner that is antithetical to the nature of democratic institutions.
-President cant control, congress has symbiotic relationship with bureacracy....necesitates judicial vigliance. |
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Ch.7 TQM: Deming's 14 points
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1.Leaders must develop and disseminate the aims and purposes of the organization. Management must commit to these aims and purposes.
2.All must learn the new philosophy—including upper management. 3.In the interest of processes improvement and cost reductions, all must understand the purpose of inspection. 4.Eliminate the practice of using cost as the basis for awarding business. 5.Continuously improve systems of production and service. 6.Implement modern training methods. 7.Teach leadership. 8.Eliminate fear, build trust, and create an environment conducive to inno-vation. 9.Staff and work groups must be optimized toward the aims of the organi-zation. 10.Eliminate pleas to the workforce. 11.Eliminate numerical quotas for work—rather, learn and implement meth-ods for improvement. 12.Eliminate obstacles that deprive people of pride in their work. 13.Encourage worker education and self-amelioration. 14.Act to bring about the transformation. |
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Ch.7 TQM Customer Satisfaction
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-supreme priority of organization
-both employee and customer satisfaction important elements in measuring performance |
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Ch.7 TQM Continuous improvement
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1. Enhanced value to customer through new and improved products and services
2. reduced errors, defects and waste 3. improved responsiveness and cycle-time performance 4. Improved productivity and effectiveness in the use of all resources -Quality not a static attribute |
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Ch.7 TQM Customer Focus
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-Internal customers (employees) recieve "any work output in the service or production process"
-external customers (citizens) purchase the product |
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Ch.7 TQM Vertical Teamwork
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-Uppermanagement gives lower-level employees authority to make decisions that would meet customers' demands.
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Ch.7 TQM Horizontal Teamwork
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-enables different functional groups within an organization to deal with demands
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Ch.7 TQM Interorganizational Teamwork
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-includes establishing work teams of suppliers, customers, and other external groups.
-in public sector, might be used to involve interest groups, agency representatives, subcontractors, and elected officials in the decision-making process. |
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Ch.7 TQM Problem 1: Interest Group Politics and Captive Bureaucracy
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Solution: Establishing Interorganizational Teamwork and Training for External Customers
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Ch.7 TQM Problem 2: Expertise and Information Distortion
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Solution: Utilizing Vertical Teamwork and Empowerment
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Ch.7 TQM Problem 3: Specialized Structure and Parochialism
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Solution: Utilizing Horizontal Teamwork and Preventing Variation in the Product and Process
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Ch.7 TQM Problem 4: Attribution Error and Management Failure
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Solution: Admitting Variation in Employees Performance and Eliminating Numerical Quota.
-Good workers lucky, bad workers unlucky |
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Ch.7 TQM Problem 5: Organizational Entrapment and Trained Incapacity
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Solution: Driving Out Fear, and Training on a Continuing Basis
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Ch.7 Performance Indicators
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-input
-output -outcome -efficiency |
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Ch.7 Input Indicators
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-Quantity of resources appropriated to a government organization, service, or program.
-Typically contained within budget, representing financial or personal resources |
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Ch.7 Output Indicators
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-Workload indicators
-reflect amount of work done or number of services provided by gov't |
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Ch.7 Outcome Indicators
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-capture results (or quality) of the services provided.
-ex: measurable change in students test scores from a gov't funded tutoring program |
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Ch.7 Efficiency Indicators
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-Measure extent to which a public organization or program is performing in relation to service delivery costs
-Ratio -ex:tons of trash collected to cost required for that service |
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Ch.7 Performance Indicators: Behn's 7 purposes
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1. Control
2. Budget 3. Motivate 4. Promote 5. Celebrate 6. Learn and Improve |
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Ch.7 Designing a Performance Measurement System
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1.Identifying a program to measure
2.Designing a purpose statement 3.Classifying program inputs, outputs, outcomes, and efficiency indicators 4.Setting performance targets 5.Monitoring performance 6.Reporting performance results 7.Concluding with analysis and action |
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Ch.7 Citizen Driven Performance Measurement
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-citizens prefer passivity,many official welcome it
-writing letters, signing petitions |
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Ch.7 Balanced Scorecard
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-allowed for significant improvements in organizational performance
-assesses effectiveness with which the organization fulfills its vision and strategy. -Aligns performance measures in: financial management customer focus internal business processes learning and growth |
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Ch.7 Privatization
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-complete transfer of a government function to the private sector
-gov't removed, what remains is relationship between private entity and customers |
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Ch.7 Contracting Out
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-private organization works on behalf of the government
3 Parties: private org provides the service customers receive the service entire process overseen by the government |
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Ch.8 Empirical Data
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-surveys
-in-depth interviews -focus groups -field observations -experimentation -existing data |
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Ch.8 Satisficing
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-Occurs when a respondent manages to answer survey questions without expending substantial effort
-random guessing and "i dont know" responses |
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Ch.8 Stakeholders
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-Individuals that have an interest in how a program is performing.
-People who care about a program -Identified through environmental scan -Policy Makers -Program Sponsors -Evaluation Sponsor -Program Managers and Practitioners -Program Targets -Other Related Stakeholders |
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Ch.8 Stakeholders: Policy Makers
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-represent elected officials or high level gov't appointees who determine whether a program is created.
-responsible for program's funding -significant overlap between policy makers and program sponsors |
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Ch.8 Stakeholders: Evaluation Sponsor
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-initiates the evaluation
-acts as conduit |
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Ch.8 Stakeholders: Program Managers
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-responsible for directing or supervising some aspect of the program's day-to-day operations, while practitioners implement policies and administer a program's services
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Ch.8 Stakeholders: Program Targets
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-direct recipients of program's services
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Ch.8 SWOT analysis
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-Strengths, Weaknesses, Opportunities, and Threats
-Program evaluation.... |
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Ch.8 SWOT: Types of Program Evaluations
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-Needs Assessment
-Assessment of Program Theory -Assessment of Program Process -Program Impact Assessment -Program Efficiency Assessment |
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Ch.8 Program Evaluation: Needs Assessment
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Consists of four steps:
1. Defining the social condition or problem 2.Determining the scope of the social condition or problem. 3.Defining the target population. 4.Briefly describing the services that are needed. |
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Ch.8 Program Evaluation: Assessment of Program Theory
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-centers on how program is supposed to run
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Ch.8 Program Evaluation: Program Process
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-Centers on the extent to which a programs services are reaching its targets
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Ch.8 Program Evaluation: Program Impact Assessment
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-identify measurable outcomes
-'before' and 'after' method -uses quasi-experimentation |
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Ch.8 Program Evaluation: Program Efficiency Assessment
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-centers in whether the money and resources put toward the program are "well spent".
-cost benefit analysis -cost-effective analysis |
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Ch.8 Quasi-Experiment
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-differs from randomized field experiment
-utilize matching -assignment of individuals into the treatment and control groups -minimize differences in treatment and control groups |
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Ch.8 Ethical Concerns
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-informed consent:
-evaluator must: 1. Explain the nature of the program evaluation 2. Inform human subjects that their participation is completely voluntary 3. Inform human subjects that every effort will be made to maintain the confidentiality of all information collected. |
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Ch.9 Spending is Defined Two Ways...
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1. Budget Authority:
represents the amount of money that congress permits the federal gov't to spend. 2. Outlays refer to actual amounts that are spent by the federal gov't each year |
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Ch.9 Discretionary Spending
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-Programs deemed discretionary must have their funding approved each year
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Ch.9 Entitlement Spending
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-Funding for programs such as Medicare and Social Security are mandated by law.
-President does not have to request funds for these programs on an annual basis |
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Ch.9 Executive Budget
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-Prepared by chief executives within gov'ts executive branch
-develops budget after receiving requests from various agencies. -used more widely than legislative budget -developed with far greater efficiency |
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Ch.9 Legislative Budget
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-prepared by a body of elected representatives
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Ch.9 Two Types of Public Budgets
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-Operating Budgets
-Capital Budgets |
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Ch.9 Public Budgets: Operating Budget
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-short term
-year to year that plans how resources will be allocated for government agencies and programs |
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Ch.9 Public Budgets: Capital Budget
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-long term
-deals with financing of capital projects (buildings, parks, bridges) -financed through borrowing, usually in for of bonds -no capital budget at federal level |
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Ch.9 Line-Item Budget
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-public money spent item by item
-popular among local governments -simple for keeping tabs on money |
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Ch.9 Performance Budget
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-how much is spent on department X is dependent on how department X is performing
-uses output indicators (ex:miles of road swept monthly) -Central Points 1)amount of work that is done is measured 2)the quality (or results) of work is measured 3)this impacts how much each department will receive |
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Ch.9 Zero-Based Budget
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-All departments must defend their programs and consequently their level of budgeting each year
-Disadvantages: 1)preparing and ranking decision packages can be overwhelming 2)way in which decision packages are ranked can be highly subjected |
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Ch.9 PBBS (Planning Program Budgeting Systems)
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-based on principles of rational decision making, which mirrors the aim of cost-benefit analysis
-when using CBA, program costs are compared to program benefits |
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Ch.9 Budget Auditing
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-ensure public money spent properly
-GAC (Government accountability office) responsible at federal level -Office of Comptroller responsible for budget audits at state level -Local governments usually use private auditing firms |
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Ch.9 Kinds of Audits
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-Compliance audits
-Performance audits |
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Ch.9 Audits: Compliance Audits
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-compliance audits ensure that a government organization spends its money in accordance with the law.
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Ch.9 Audits: Performance Audits
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- performance audits examine organizational effectiveness and efficiency; that is, a performance audit looks at whether a public organization is accomplishing its stated goals and objectives, and whether this is done at a reasonable cost.
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Ch.9 Where do governments get the money?
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-gov't raises revenue through taxation of income, wealth, and consumption
-federal gov'ts major source of revenue is the personal income tax, which is a certain percentage of an individuals wages or salary -states typically rely on personal and corporate income taxes- in addition to consumption or sales tax. -local governments principally rely on property taxes to finance government services and projects |
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Ch.9 Theories on Budgeting: V.O. Key
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"On what basis shall it be decided to allocate x dollars to activity A instead of activity B?"
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Ch.9 Theories on Budgeting: Miller
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3 philosophical viewpoints
-rights, deserts, needs. rights: legal or contractual obligation deserts: utilitarianism, merit needs: redistributive in nature |
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Ch.9 Progressive Tax
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-Those who make more money pay more taxes
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Ch.9 Theories on Budgeting: V. Lewis
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-philosophy should determine organizational goals, but economy and efficiency in terms of relative value, effectiveness, and incremental comparisons should serve as the means of goal attainment.
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Ch.10 Management Functions
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-Planning: what is to be done
-Organizing: who will do what -Directing: assignming tasks, ordering -Coordinating: integrating schedule of activities -Controlling: checking progress -Implementing: fulfilling the purposes or ends of work plan |
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Ch.10 Leonard Sayles: Managers Are People Who...
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1. Work to implement their personal career plans,
2. Work to be sensitive to the expressed or more often implied expectations of their immediate superiors. 3. Negotiate with peers 4. Cultivate relationships w/ staff 5.Respond to requests 6. Oversee flow of work to,out, and within departments 7. Alert to work output, needs, desires, morale 8. Represent their people 9.Remain their own person while accommodating themselves to the legitimate demands of organization 10.attempt to cope adequately w/ own tensions to revieve fair share of economic and psychic income from their work |
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Ch.10 Leadership Theories: Trait Theory
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-Leaders are born
Criticism: -leaders cannot be learned |
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Ch.10 Leadership Theories: Skills Theory
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-Individual's skills and abilities determine to which extent he/she is fit for leadership
3 skills: technical, human, conceptual technical: knowledge to complete task human: people skills conceptual: ability to think critically |
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Ch.10 Leadership Theories: Style Theory
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-Task oriented behavior and relationship-oriented behavior
Task: deal exclusively w/ organizational goal attainment Relationship- deal exclusively w/ socio-psychological aspects of managing employees -How well leaders balance need to achieve results versus needs of people |
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Ch.10 Leadership Theories: Situational Leadership
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-Leader must alter his/her leadership approaches based upon circumstances
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Ch.10 Leadership Theories: Contingency Theory
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-Some leaders are better suited for certain situations
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Ch.10 Leadership Theories: Path Goal Theory
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-Leaders must embrace behavior that deals with the motivational needs of their employees
Leadership: Directive, Supportive("Human needs"), Achievement-oriented, participative -Based on employees personality and task, a leader would use one of these |
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Ch.10 Leadership Theories: Transformational Leadership
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-Deals with subordinate motivation
-focuses on subordinates values, ethics, long term aspirations, and general workplace needs -Charismatic |
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Ch.10 Leadership Theories: Life Cycle Leadership
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Maturity encompasses the following:
-motivation to achieve -degree to which a subordinate desires and has ability to handle responsibility -education or formal training related to tasks -experience |
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Ch.10 Leadership Theories: Style Adaptability
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-degree of which leader behavior is appropriate to the demands of their situations and followers
-narrow style range can be effective over a long period of time if the leader remains in the situations in which his/her style has a high probability of success. |
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Ch.10 Leadership Power: Reward Power
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-power reward or control individual through/for desired behavior
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Ch.10 Leadership Power: Punishment Power
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-Coercive power, ability to deliver painful or punishing outcome to another, hence control their desire to escape the punishment
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Ch.10 Leadership Power: Expert Power
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- power based on the ability to understand, use, deliver information that others need
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Ch.10 Leadership Power: Legitimate Power
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-Control or influence that is exerted by the virtue of the person's holding a particular position in the organizational structure.
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Ch.10 Leadership Power: Referent Power
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-Having the desire to comply with a leaders wishes because of your attraction to him.
-Leader has charisma and ability to persuade others |
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Ch.11 Teleological
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-consequences of actions are the most critical factor
-importance of maximizing what is good |
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Ch.11 Deontological
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-stresses motives and intentions
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Ch.11 "Time Bandits"
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--so called "time bandits", those who arrive late to work, leave early, take long breaks, manipulate leave records.
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Ch.11 "Logs"
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-logging is a psychological deterrent for long-distance calls or personal internet surfing
-deter temptation |
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Ch.11 Bureaucracy and Ethics: Inner face
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-informal rules
-inner face helps determine when it is acceptable to take shortcuts in the interests of both the organization or the client -"grease the wheels" |
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Ch.11 Bureaucracy and Ethics: Outer face
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-represents bureaucratic rules
-the "rulebook" |
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Ch.11 Changing organizational behavior
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-using good judgement and discretion is probably the most effective means for changing organizational behavior.
-Discretion is a powerful but silent tool for righting organizational wrongs. |
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Ch.11 "Nature of the Beast"
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-unethical bureaucrats typically will not be able to make an issue of ethical public servants who choose to blatantly disregard their orders
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Ch.11 "not taking action"
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-pretend they never received a change in orders
-simply delay or hold a policy change on technical grounds until current policy maker is changed |
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Ch.12 CIO
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-Chief Information Officer
-leads manages, coordinates, integrates all applications related to communication and information technology -responsible for entire enterprise |
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Ch.12 CTO
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-Chief Technology Officer
-focused on technology solutions |
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Ch.12 Networks
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-systems that allow groups of interconnected computers to work together
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Ch.12 Technology Attacks
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-Federal Trade Commission reported 800,000 counts of domestic consumer fraud and identity theft in 2007
-some local gov'ts report over 20,000 serious security threats a day on average, 50% of which come from foreign nations. |
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Ch.12 Four Interrelated Vulnerable Areas
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Areas vulnerable to network threats
-network security -web security -email security -mobile workforce security |
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Ch.12 Knowledge Management
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-Concerned with either basic internal administrative procedures or more comprehensive, enterprise-wide policies and procedures.
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Ch.12 GIS
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-Geospatial Information Systems
visual and graphic interfaces that combine and organize various forms of data and overlay that info onto a city map. ex: layers on Google Earth |
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Ch.12 Moore's Law
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-technology innovation will double every 2 years
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Ch.12 "Digital Natives"
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-grew up with technology
-less likely to own a landline phone, use phones to check time, etc. |
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Ch.12 Broadband
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-always-on internet connection
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Ch.12 ITC
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-Information and Communications Technology
-using internet and Web 2.0 to facilitate better government services to citizens. -allow citizens greater participation in government -help remove cynicism in gov't by making people feel more in touch with gov't |
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Ch.12 Digital Democracy
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-encompasses using ICTs in democratic processes
-non-traditional ways of participating in gov't |
