How can we help?

You can also find more resources in our Help Center.

50 terms

Public Admin test 1

STUDY
PLAY
difference between government and governance
institutional and networked
discretionary
power that refers to public administrator's authority to decide how to implement public policies
public administration
the device used to reconcile bureaucracy with democracy
access
the degree of openness that distinguishes privateness from publicness
chief executives
position that is unusually weak at the local level
Administrative Behavior
Herbert Simon's devastating critique of public administration
emphasis of the first paradigm
the existence of dichotomy between politics and administration
legislative veto
congressional repeal of an executive action taken int he course of administering a law
executive branch
early state constitution deliberately limited the power
POSDCoRB
the 7 principles of the science of administration: planning, organizing, staffing, direction, coordination, reporting, budgeting
Brownlow Commission
told us that the president needs help
Paradigm 1
the expression of the stare will, the execution of policies, a reaction of the spoils and party machines
Paradigm 2
gained in reputation, professional association, academic focus, principle of management could be applied
Paradigm 3
time of regrouping, more of an area of emphasis in political science
Paradigm 4
focus on the business of PA, attention went to comparing business and government
paradigm 5
National Association of Schools of Public affairs and Administration is formed
Paradigm 6
governance, sector blurring, government by proxy, globalization
A.H Maslow
developed the hierarchy of human needs
Gulick and Urwick
theorists that listed seven principles of the science of administration (POSDCORB)
manipulation
getting people to do what you want them to do within the organization
Advantages to organizations
achieve more work together, cooperation among people and among tasks, rule, predictable, fair, division of labor
Closed system
specialization is central, responsibility is emphasized, hierarchical, interaction tends toward obedience, prestige is internalized
bureaucratic model
traditional, charismatic, and ration-legal authority
traditional authority
depends on the loyalty of individuals to someone who has become chief
charismatic authority
rests on personal devotion to an individual
rations-legal authority
legally established
Bureaucracy according to Weber
fixed and stable structure, give order, merit position, hierarchical authority, written records, management based on training
coordination through unity of command
strong executive leadership, each person with one boss with limited span of control
scalar principle
vertical division of labor across organizational levels
functional principle
horizontal division of labor
line and staff functions
line involved with producing a good or service, staff are supporting positions
administrative management
certain scientific principle exist, management is management
closed systems theorists
believe organizations only operation is substantially unaffected by its environment
open system theorists
believe organizations interact with their environment
organizational roles
fell along political dimension that distinguishes between locals and cosmopolitans
reward power
leaders ability to positively recognize another
uncertainty avoidance
extent to which a culture feels threatened by ambiguity
degree of organizational autonomy
best determinate of organizational effectiveness
information
data that become meaningful
cow psychology
the studies that posit groups follow their leader blindly and with out question
bureaucratization
the addition of think and multiple layers of administrative hierarchy within public agencies
iron triangle
strong bong that exists between administrative agencies, legislative oversight committees and special interest groups
way that organization may be evaluated by society
efficiency, effectiveness and social tests
power distance
the extent to which society accepts thaw power in organization
task motivated leader
function well in both high and low control situations
Principal features of the open model
tasks occur in unstable conditions, knowledge contributes to common tasks, ends over means, conflict adjudicated with peers, responsibilities to collective, loyalty to whole, knowledge spread among members, horizontal interactions, task achievement emphasized, prestige externalized
principal features of the closed system
routine tasks, task specialization, means are emphasized, conflict adjudicated from the top,loyalty to department,responsibility is emphasized, knowledge is based at the top, interaction tend to be vertical,superordinate/subordinate relations, loyalty to superior emphasized, status determined by formal office and rank
humanist approach
condemns impersonality of bureaucratic hierarchy, believes large organizations would work better is top officials changed behavior, looks at the life of the individual worker
Humanistic approach: Roles
explain relationship between individual and the organization, roles are communicated by supervisors and coworker, expectations are influence by own values and preferences
Simon & Argyris
suggest we consider alternatives until we come to an acceptable solution, resources are limited, and we fuse the tendencies of our personalities to other organizational goals and contexts