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Finalreview.pptxFinal Exam Review
PAD 3003 Public Administration in American Society
Week 16
Final Exam
There are two options of the final exam, please pick one of them.
Extra-credit assignment
Similar like the mid-term, if you upload your reviewing notes which you prepare for the final exam, you will get 5 extra points in the exam. And please upload it on the Canvas assignment site before 11:59 pm on Dec 5.
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Option 1: Online Final Exam
The final exam is available beginning Dec 5 at 8 am until Dec 7 at 11: 59 pm. It can be found under the “Quizzes” tab, which is listed in the menu bar on your left-hand side.
This is an open-book/resources exam, so you are allowed to use books, slides, other course materials, and the internet. But you are NOT allowed to complete this exam with additional assistance beyond the open-book platform; otherwise, doing so constitutes cheating, a violation of the academic conduct policy. DO NOT collaborate with other students. It will be considered as cheating.
You will have 100 minutes to complete this exam online and on your own.
The exam must be completed in one sitting on a desktop or laptop computer. Also, make sure you complete the exam on a desktop or laptop computer; DO NOT take the exam on a smart device.
The final exam will be worth 100 points. Exam questions consist of 50 True/False and multiple choices questions. Do NOT spend too much time on any one problem.
If you have any questions before the exam, please let me know. If you have any question/feel confused about any question during the exam, please send an email or canvas message to me, I will be happy to help you.
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Option 2: Take-home Final Exam
This final exam consists of approximately 2 questions and will be posted this week. And you will have one week to finish it.
Each answer should be six to eight paragraphs in length. You can go beyond the assigned readings and refer to other journal articles or books. Each essay must be coherent (contain an introduction, text, and conclusion), documented (make specific references to course information), and critical (do not merely repeat the material). Examination papers should be single-spaced,1-inch margin on all sides, and in 12-point font.
An assignment will be created on the Canvas website, where you can upload your WORD file. The due date is Dec. 5th, 5:00 pm. Being late for one hour to 24 hours loses 10% of the grade and being late for 25 hours to 48 hours loses 20% of the grade. No late assignments will be accepted after 5:00 pm, Dec. 8.
This testing approach is an effective learning device—provided that all readings are completed prior to the examination (any other strategy is a high-risk, self-defeating approach). It is not, stated differently, feasible or desirable, to attempt to complete the test without proper preparation (i.e., the items are integrative, “thought” questions; they cannot be “looked up and copied down”).
Please cite the sources of information you use. Please use the APA style for citations (if you do not have an APA style book, you can google it. There are many free online resources).
Grading: Each question is worth 50 points, and you can find the grading rubrics on Canvas.
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PowerPoint is always a good source to use!
This review session is to help pinpoint the most important parts, but the final exam covers more details.
Everything: PowerPoint, book chapters and extra required readings covered in class.
Final Exam
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Public Values and Ethics (Week 3)
Definition
Public Values (Bozeman, 2007; Moore,2000)
Ethics in public Administration
Administrative Ethnics: Cooper’s four questions
What Are the Normative Foundations for Public Administration Ethics?
How Do American Administrative Ethical Norms Fit into a Global Context?
How Can Organizations Be Designed to Support Ethical Conduct?
When Should We Treat People Equally in Order to Treat Them Fairly, and When Should We Treat Them Unequally
Most organizations aim to strike a balance between formal structure and employee discretion where possible.
“inner face” = informal rules
“outer face” = the rulebook
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Politics (Week 8)
Woodrow Wilson: dichotomy of politics and administration
From Spoils System to The Pendleton Civil Service Act of 1883
Lyndon Johnson’s “Great Society”
Social justices; redistributive policies;
Discretion: politics is very much a part of administration
Street Level Bureaucrats (Lipsky, 1980) : frontline workers dealing with people and making decisions (policies) every day
Complicated work situation; human dimensions of situations; large amounts of work with inadequate resources; Worker’s self-regard and encourage citizen trust
Iron Triangle
The Federal Torts Claims Act
allows the federal government to be sued under similar circumstances as a private citizen, with some large exceptions
Due Process (5th and 14th Amendments) – a command that the government must not be unfair to the people or abuse them physically
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Theoretical Models of Decision Making (Week 8)
Rational model
Grounded in economic principles
Relative Value – is the opportunity cost (definition) of a choice
Lewis (1952) – incremental comparisons of marginal value (assumption)
Cost Benefit Analysis (benefit/cost ratio): a primary tool used by the rational decision maker
Bounded rational model
Herbert Simon (1947/1997): people’s cognitive limits – BOUNDED RATIONALITY
Simon (1947/1997) – says that “bounded rationality” forces us to choose the most satisfactory of our limited courses of action. This is satisficing.
Lindblom (1959) – individuals use a combination of satisficing and incrementalism to avoid rational decision making.
“Muddling through”
Advantages and Disadvantages
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Theoretical Models of Decision Making (Week 8)
Garbage Can Model
An ambiguity of goals
Solutions can be in search of problems
An unclear technology
Fluid participation
Kingdon (2003) – decision making is chaotic
Streams of decision making: problem; political; policy
If streams converged, policy advocates increase their chances of influencing the agenda setting process
Public Choice Model
Participatory Model
Elite Theory
Game Theory
Decision-making among the game’s participants is based upon rationality
Game theory is a strategic exercise that encompasses “conflict and cooperation”
Prisoner’s dilemma
Others?
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Public Performance (Week 9)
Performance in Public Sector (concerns on privatization)
Performance measures
“Hard” feedback instead of “perception”
Improved Decision making
Performance Assessment
Accountability
Service Delivery
Public Participation
Improvement of civic discourse
Managers, elected officials, and citizens use performance measurement information
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Performance Measurement System (Week 9)
Performance Measurement System as a management tool
Control
Budget
Motivate
Promote
Celebrate
Learn & Improve
Performance Indicators (meaning for each indicator)
Input Indicators
Output Indicators
Outcome Indicators
Efficiency Indicators
Balanced Scorecard
Tool for performance measurement
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Program Evaluation: Methods (Week 9)
How to Collect Empirical Data
Collected through surveys, interviews, focus groups, observations, experimentation, and existing data
Surveys generally use close-ended questions, because they are easier for respondents to answer
Pros and Cons of Survey Measures
Focus groups vs. In-depth interviews
Field observation
Participant Observations
Nonparticipant Observations
Experiment: the primary ways of assessing the impact of a program
Randomized Field experiment
Quasi-experiment
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Program Evaluation: Types (Week 9)
Stakeholders
Policymakers; Program sponsors; Evaluation Sponsor; Program managers; Program Targets
Types of Program Evaluations
Needs Assessment – Is there a need for the program?
Assessment of Program Theory – logical model
Assessment of Program Process – Are you reaching your intended program targets?
Program impact assessment
Program Efficiency Assessment
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Public Budgeting (Week 13)
The Commission on Economy and Efficiency (Taft Commission) of 1912 were the beginning of significant change on budget.
The Budget and Accounting Act of 1921(which was based largely on the Taft Commission) created a formal process for shaping a federal budget and gave the President a formal role in the budget process for the first time.
The Budget and Accounting Act of 1921 created the Bureau of Budget (BOB) and the Government Accountability Office (GAO).
Each year there is a budget cycle
1. Preparation, where tax dollars will be spent
2. Approval
3. Implementation
4. Auditing
The federal budget process
Only discretionary spending (non-entitlement) must be approved each year.
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Budgeting: Types (Week 13)
Operating vs. Capital Budget
Line-item budget shows where public money will be spent, item by item
Accountability, but not tied to performance
Performance Budget (outputs and outcomes)
Removing money without understanding why
Zero-Based Budget (ZBB)
Planning Program Budgeting Systems (PPBS)
cost-benefit analysis
difficult to monetize “intangible” benefits
Budget Auditing (purpose )
Federal level: the Government Accountability Office
State level: the Office of the Comptroller
Local level: private auditing firms, but larger cities tend to have a comptroller
Compliance audits
Performance audits
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Decision Making: Participatory Model
Advantages and disadvantages of citizen participation in government decision making (Irvin & Stansbury, 2004)
Citizen role in Public Performance
Participatory Budgeting (Abdel-Monem et al., 2016)
Citizen creation of public policy is an exercise in direct democracy.
Citizen participation can facilitate transparency, build social capital, and foster a culture of idea sharing and debate.
Providing opportunities for citizen input may generate confidence and trust in public officials and government.
Citizen budgeting benefits municipalities by increasing organizational decision-making ability, especially if efforts are intentional and long terms.
Citizen Participation (Week 13)
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Intergovernmental Relationships (Week 14)
A Federalist System: definitions and Models (Layer cake ; Marble cake; Picket Fence)
Federal grants: Federal categorical grant and Block grants
Interlocal Shared Government (same level)
Sharing Personnel; Equipment; Internal Services; External Services
Competition
Dye’s Competitive Federalism – (1990) people will “vote with their feet” (See Tiebout 1956, for the origin of this idea.)
Public vs. Private
Public vs. Public
Competitive government environment
Collaborative governance (Ansell and Gash 2007)
Starting Conditions
Power-Resource Imbalances
Incentives to participate
Prehistory of antagonism and cooperation
Facilitative leadership
Institutional designs
Collaborative Process
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Before Mid-term
Background: spoil system and civil service reform (1883)
The formal birthing of public administration in the United States
public administration is concerned about the formation and implementation of public policy.
The legacy of this “dichotomy” still partly defines public administration.
Scholars:
Woodrow Wilson: The Study of Administration (1887)
Goodnow: Politics and Administration (1900)
Dwight Waldo: The administrative state (1948) (rejecting the P-A dichotomy)
Who else?
Implications:
city manager vs. city mayor
the traditional county commission form vs. the county manager or administrator form
Criticism
Political control is inevitable.
Public servants are involved in the process of making and implementing public policy.
Public servants are not neutral and have discretion.
Politics and Administration Dichotomy
Dwight Waldo (1948) was skeptical to politics/administration dichotomy, because the administration influences and interacts with the politics and the policymaking process.
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Is public Administration (PA) science or art?
Simon and Waldo Debate
Simon (1946): PA is science. PA need to differeiate facts and values
Fact-value dichotomy: Fact is scientifically verifiable whereas value is not
PA is about fact-based decision making (politics = value-based decision making)
PA should be a science-driven discipline
Waldo (1948): PA is art. He emphasized the importance of values in PA.
Public administration is a response to social needs.
Need more democratic mode of administration, one consistent with the ideals of democratic society.
Distinctions between fact/value and policy/administration are philosophical myopia. He insists that politics and administration cannot be separated.
Organizational Theories
Classical management movement (late 19th century)
Neo-classical school (early 20th century)
Human relations school (1920s - 1950s)
Modern organizational theory (1960s - present)
Classical or “scientific” management:
Late 19th century and became widespread in American industry by the mid-20th century
Primarily concerned with improving efficiency and productivity;
Characterized by hierarchy, specialization of labor, monetary incentives, and autocratic leadership
Classical management endeavored to advance general “principles” of management applicable to industry and government work
Frederick Taylor (1856-1915): The father of scientific management
Luther Gulick and Lyndall Urwick (1937): POSDCORB
Henri Fayol’s “14 Principles of Management” (1916)
Max Weber: Bureaucracy
The Classical School
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The Classical School
Frederick Taylor – 1911 “Father of the Scientific Management Movement” (Standardized, Empirical, Specialized, Efficiency)
Replace rule of thumb work methods based on scientific study of tasks
Scientifically select, train and develop each worker rather than passively leaving them to train themselves
The fusing together of work procedures and specialized training
Equal division of responsibility between managers and workers
Max Weber (Ideal type of org structure)
Hierarchical organizational structure (centralized authority);
Written duties and responsibilities;
Appointments made through technical qualifications
Compensation and benefits representative of hierarchical responsibilities
Promotion is made on the basis of either merit or seniority and the judgment of seniors within the hierarchy;
Luther Gulick (1937)
POSDCORB
Gulick headed the Committee on Administrative Management, or the Brownlow Commission (1936) – to bring principles of management to public sector organizations
Henri Fayol – 14 principles of management;
Urwick’s 10 Principles -1952
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The neoclassical school (1920s-1950s) rejected the notion that the classical principles of management were “scientific.”
Some in this school argued that scientific management needed to be grounded in scientific research.
Others stressed the importance of democratic values, informal organizations, and non-monetary incentives in management.
Simon (1946) “proverb”
Chester Barnard (1938) non-monetary incentives
Phillip Selznick (1949): organizational co-optation
Robert Merton (1957): “trained incapacity”
The Neoclassical School
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Herbert Simon (1946)
“Principles are merely proverbs, not grounded in scientific research”
Fact-value dichotomy – using only the facts to replace the “proverbs” of administration set out by others before him.
Robert Merton -1957
Criticize Weber’s Bureaucracy model
Secrecy vs transparency (citizen participation)
Trained incapacity
Groupthink
Selznick (1949)
Formal and Informal organizations
Informal org could buttress or resist the formal org
Chester Barnard – 1938
8 types of worker incentives
The Neoclassical School
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Mary Parker Follett (1926) – “The Giving of Orders”
Effective leadership
The Hawthorne experiments – Mayo and Roethlisberger
Began by looking at lighting conditions for workers, ended up realizing that something else made the difference in productivity.
Maslow
Hierarchy of needs
McGregor
Theory X and Theory Y (treating people like children or treating them as mature adults)
The Neoclassical School– human side
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Contemporary Organizational theory
Structural Theory
Mechanistic systems: stable environment
Organic systems: changing environment
Mintzberg (1979) – 5 fundamental parts of an organization
Systems Theory
The organization is comprised of several interconnected parts
inputs, outputs, and feedback mechanisms (much like in biology)
Principal-agent theory
Conflict of interests between the principal and the agent
Information asymmetry between the principal and the agent
Monetary incentive and oversight mechanisms such as contract, performance reporting are used to make agent accountable for the task.
Publicness: Defined as a characteristic of an organization which reflects the extent to which the organization is influenced by political authority.
Background: Public choice school
the Reagan Administration
Conservative philosophies: less regulation, “privatization”, supply-side economics
Differentiating government from the private sector
Publicness: public value, public interest, public service motivation, etc.
Public service motivation: PSM is an attribute of public sector employment that explains why individuals have a desire to serve the public over the private sector.
Rational; Norm-based; Affective
Challenges in public human resource management
Human resource management in public sector
Delegation
Publicness
Background: civil right movement
New Public Administration
Frederickson: Toward a new public administration (1971)
New Public Administration seeks to change those policies and structures that systematically inhibit social equity.
The objectives: good management, efficiency, economy, and social equity (influence and execute policies which more generally improve the quality of life for all).
Social Equity
Frederickson (1980) states “A primary managerial means to achieve social equity includes a managerial comment to the principle that majority rule does not overturn minority rights to equal public services”.
The enhanced term “social equity” emerged in the later twentieth century as urgency developed for government to be an instrument of change to correct the power imbalance between the advantaged and the disadvantaged (Guy & McCandless, 2012).
Social Equity
Public-sector Leadership
Leadership: “the he art of influencing people to work freely toward the achievement of collective goals” (the process of influence).
Three themes: relationship between managers and followers, context, and outcomes
Leadership theories: trait theory, skill theory, style theory, contingency theory (situational theory, goal-path theory, transformational leadership).
Is public sector leadership fundamentally different from private sector leadership? How so?
The difference between public sector and private sector (publicness and political environment)
The nature of the public employees, clients, and tasks (public service motivation, social equity, serving targets: citizens or customers, revenue and expenditure, etc.)
Leadership theories (different attributes, abilities, or different expectations on ethic and accountability)
Other ideas?
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