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University of North Texas at Dallas

Fall Semester 2021

(Remote Learning) SYLLABUS

PLDR 5320: Public Service and Society 3

Credit Hours 08/23/2021-12/11/2021

12/15/2018

Department of Management School of Liberal Arts and Sciences

Instructor Name: Dr. James Korku Agbodzakey

Office Location: Founders Hall (FH) 262

Office Phone: (972) 338-1590

Email Address: [email protected]

Virtual Office

Hours:

Monday- 3:00-5:00 p.m.

Thursday-2:00-4:00 p.m. and by appointment

Virtual Office Hours: Thursday-4:00-5:00 p.m.

Classroom Location: Remote

Class Meeting Days & Times: Mondays from 6: 00 p.m.-8:50 p.m. Remote Learning

Course Catalog

Description:

Examination of the political, institutional, organizational, ethical, social, legal and economic

environments in which public servants and community leaders operate.

Prerequisites: Admission to the MS in Public Leadership program.

Co-requisites: n/a

Required Text: 1. Moore, M.H. (1995). Creating Public Value: Strategic Management in Government.

Cambridge, MA: Harvard University Press. ISBN-13: 978-0674175587

2. Guy, M. E., & Ely, T. L. (2018). Essentials of Public Service: An Introduction to Contemporary Public Administration. Melvin & Leigh, Publishers. ISBN-13: 978- 0999235904

Recommended Text

and References:

Additional readings will be assigned via Blackboard.

Access to Learning Resources:

UNT Dallas Library: phone: (972) 780-1616

web: http://www.untdallas.edu/library

email: [email protected]

UNT Dallas Bookstore: phone: (972) 780-3652

web: http://www.untdallas.edu/bookstore

e-mail: [email protected]

mailto:[email protected]

Supported Browsers:

Chrome 67 & 68

Firefox 60 & 61

Flash 29, 30 (for audio/video)

Internet Explorer 11

Edge 41, 42

Respondus Lockdown Browser

Safari 10, 11

Supported Devices:

iPhone

Android

Chromebook

(Tablet users can use the Canvas app)

Screen Readers:

VoiceOver (Safari)

JAWS (Internet Explorer)

NVDA (Firefox)

Note: There is no screen reader support for Canvas

in Chrome

Getting Help with Canvas:

Canvas 24/7 Phone Support for Students: 1-833-668-8634

Canvas Help Resources:

Web: Canvas Student Guide

For additional assistance, contact Student Assistance

(Distance Learning):

Founders Hall, Rm 124

phone: (972)338-5580

email: [email protected]

If you are working with Canvas 24/7 Support to resolve a technical

issue, make sure to keep me updated on the troubleshooting progress.

If you have a course-related issue (course content, assignment

troubles, quiz difficulties) please contact me during office hours or by

email.

Course Goals or Overview:

The goal of this course is to provide students with an understanding of the nature of public service from an individual, organizational, community, and democratic perspective. Students will be expected to understand both

theoretical and conceptual foundations of the profession, while also exhibiting a mastery of applying them in a

practical manner.

Learning Objectives/Outcomes: At the end of this course, the student will

1 Be able to identify public service concepts, supporting evidence, and apply them in a practical setting (CEA framework).

2 Describe the role the U.S. Constitution, democratic values, and the social environment play in public service.

3 Understand the distinctive nature of public organizations and explain the role of the “citizenship” in public service.

4 Distinguish between various theories and concepts related to ethical behavior in public service.

5 Understand the political nature of public budgeting and how it impacts an organization’s goals and

effectiveness.

6 Explain the role civil society and the nonprofit sector play in the delivery of public services and community leadership.

7 Differentiate between various forms of public service performance management.

8 Identify peer reviewed journal articles and compose a literature review.

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Course Outline This schedule is subject to change by the instructor. Any changes to this schedule will be communicated by the instructor in class

and via Canvas.

TOPICS DATE

Course Introduction: Governance and

Leadership

 Article: Moynihan, D. & Van Wart, M. (2013). Lessons from leadership theory and the contemporary challenge of leaders. Public Administration Review,

73(4), 553-565.

 The U.S. Constitution (download from the internet)

Celebrity Civil Servant Presentation-per student 2-3 minutes

Discussions

Synchronous session

August 23, 2021

Week 1

Context of Public Organizations & Management

 Guy, & Ely Chapter 1: Running a Constitution

 Guy, & Ely Chapter 2 : Citizen Engagement

 Guy, & Ely Chapter 3 : Managing for Performance: Capitalism on the Power of

People, Money, Information

Synopsis/Thinkpiece 1 due

Discussions

Synchronous session

August 30, 2021 Week 2

Organizational Management and Democracy

 Guy, & Ely Chapter 4: Organizing Principles

 Guy, & Ely Chapter 5: Human Resource Functions

and Processes

 Guy, & Ely Chapter 6: Budgeting  Guy, & Ely Chapter 7: Digital Democracy

Synopsis/Thinkpiece 2 due

Discussions

Synchronous session

September 6, 2021

Week 3

(Assignments due on

September 7th because of Labor Day on the 6th)

Economics of the Public Sector

 Guy, & Ely Chapter 8: Public Economics and Policy

 Guy, & Ely Chapter 9: Public Financial Management  Guy, & Ely Chapter 10: Transparency

Synopsis/Thinkpiece 3 due

Public Service Case Analysis Outline due

Discussions

Synchronous session

September 13, 2021

Week 4

Law, Contracting & Public Integrity

 Guy, & Ely Chapter 11: Contracting

 Guy, & Ely Chapter 12: Legal Dimensions of Public Administration

 Guy, & Ely Chapter 13: Public Integrity

Synopsis/Thinkpiece 4 due

Discussions

Synchronous session

September 20, 2021

Week 5

Governance, Public Service & Performance Measurement

 Guy, & Ely Chapter 14: Measuring and Managing for Performance

 Guy, & Ely Chapter 15: Public Services, Well Delivered

 Article: Bryson, et al., Public Value Governance: Moving beyond traditional public administration and the New Public Management, Public Administration

Review, vol. 47 (4), 2014; pp. 445-456

Synopsis/Thinkpiece 5 due

Public Service Organizational Analysis Outline due

Synchronous session

September 27, 2021

Week 6

Managerial Imagination, Organizational Strategy & Public Value

 Moore Chapter 1: Managerial Imagination

 Moore Chapter 2: Defining public value

 Moore Chapter 3: Organizational Strategy in the Public Sector Synopsis/Thinkpiece 6 due

Synchronous session

October 4, 2021

Week 7

Delivering Public Value

 Moore Chapter 4: Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management

 Moore Chapter 5: Advocacy, Negotiation, and Leadership: The Techniques of Political Management

Synopsis/Thinkpiece 7 due

Synchronous session

October 11, 2021 Week 8

Delivering Public Value

 Moore Chapter 6: Reengineering and public sector production

 Agbodzakey, J.K & McCue, C. (2015). Key Enablers for the Adoption of Lean Thinking by Public Purchasing Departments. Int. Journal of Procurement

Management, 8 (6), 666-687

Synopsis/Thinkpiece 8 due

Synchronous session

October 18, 2021

Week 9

Delivering Public Value

 Moore Chapter 7: Implementing Strategy: The Techniques of Operational Management

 Moore Conclusion: Acting for a Divided, Uncertain Society

Synopsis/Thinkpiece 9 due

Synchronous session

October 25, 2021 Week 10

Cases & Public Leadership in Action.

Synchronous session

November 1, 2021 Week 11

Public Service Case Analysis Project due (Individual)

Group Project Update-Public Organizational Analysis

Synchronous session

November 8, 2021

Week 12

Cases and Pubic Leadership in Action

Synchronous session

Presentations and Cases (public leadership in action) group assignment due

Project Week

November 15, 2021

Week 13

Public Service Organizational Analysis Project and Presentation (Group) due

Synchronous session

November 22, 2021

Week 14

Cases & Public Leadership in Action

November 29, 2021

Week 15

Cases & Public Leadership in Action

December 6, 2021

Week 16

Course Evaluation Methods

This course will utilize the following instruments to determine student grades and proficiency of the learning outcomes for the

course.

SYNOPSIS/THINKPIECE (27%) This assignment requires each student to read and review the various assigned readings (articles, book chapters, etc.) per class session and write a synopsis of the readings. The rationale for this type of assignment is to promote conceptual understanding,

critical thinking, and practical application. A good synopsis encompasses an overview and synthesis of the key concepts, themes

and/or issues in the readings and explication of those key concepts and/or issues. Logical presentation of the concepts

and/or issues is expected. Each synopsis should end with some implications/applications for policy and practice at a local, state

or national context. Basically, the structure should consist of an overview paragraph that embraces all the themes and concepts

in the readings. The subsequent paragraphs will expatiate on the identified themes and concepts (synthesis is key). There should

be a concluding paragraph which summarizes your take on the readings and it should be followed by another paragraph-which

is implications/applications to a local, state, national and/or international context(s). At least, a page and half (single-space).

CELEBRITY PUBLIC SERVANT PRESENTATION (5%) Each student is expected to make a presentation on an exemplary Public Servant in any locale in America (possibly Dallas

and/or State of Texas). This individual could be a Bureaucrat, Career Politician, City Manager/Mayor, Military Personnel,

and President of a College/University, Nonprofit Official, Supreme Court Justice, Non-Elected Community Leader, and Policy

Entrepreneur etc. The presentation should focus on the person’s career, achievements, value created for society, contribution to

policy and administration, love of country, and any other palpable legacy etc. The presentation should be succinct and cover

relevant segments of the person’s career and life in general. You are expected to be creative in constructing a narrative on the

person (due, first day of class)

PUBLIC SERVICE CASE ANALYSIS (Individual) 25% The essence of this assignment is to provide students the opportunity to go beyond problem identification to recommending a

practical course of action. Students are expected to identify a policy or societal problem, provide reasons for how the problem

occurred, and to offer suggestions for resolving the problem as effectively and efficiently as possible. Students are expected to

focus on aspects of decision making that are internal and specific to the targets of the case and may include external factors that

influence the target’s decision. It is equally essential to include some ethical deliberations in the analysis. Overall, the analysis

should be sound and cogent, thus help the reader to know what the problem is, what possibly caused it and what can be done to

resolve the problem. Students are expected to make some workable recommendations with the necessary justification for policy

and administration. The best analysis assumes some conceptual perspective with attendant practical application. The analysis

should be at least 15 pages (double-space). The author/title page and references do not count as number of pages.

PUBLIC SERVICE ORGANIZATIONAL ANALYSIS PROJECT (Group) (22%) This assignment is geared toward conducting an extensive analysis of an existing organization (nonprofit, local

government, urban organization etc.). The analysis should contain the following components: a description of mission,

vision, goals, strategy, impacts, evaluation; a description of governance, leadership, nonprofit-government/private sector

relations; description of historic and social forces that shape the organization (context, stakeholders, operational and

geographic areas); an analysis of the organization based on selected management models/frameworks, approaches and

techniques (sustainability of finances, HRM, infrastructure, volunteer management; use of technology/social media); and

optional/optimal courses of action for the nonprofit organizational challenges (governance, strategy, relationship-building,

networking, inspiring key stakeholders and resolving conflicts). Furthermore, the analysis should include an executive

summary and a conclusion segment that relates details of the project and key findings (see assignment rubric for

details). The paper should be, at least, 15 pages (double-space) and at most 25 pages.

PUBLIC SERVICE ORGANIZATIONAL ANALYSIS PRESENTATION (3%) Each group is expected to present their Public Service Organizational Analysis Project. The presentation should consist of all relevant information in the paper. The presentation will be graded based on delivery of information, interpersonal interaction,

design, finesse and content. Thus, each group has to be creative with their presentation.

DISCUSSION BOARD POSTS (10%) Given the online format of this course, students will still be expected to engage with their classmates in the online setting. As such,

three (3) discussion board posts will be required. Each student is expected to respond to queries based on different formats as

posted on Canvas and comment on ,at least, a post by one of your colleagues (in response to the instructor’s query) for a full

participation grade. Responses must be analytical in nature and draw upon your interpretation of the material and concepts you

learned about in the course module; they are also intended for you to interact productively with your colleagues. Each discussion

should be constructive and professionally done.

CLASS PARTICIPATION AND EVALUATION (8%) A healthy class experience (ground and/or online) is dependent upon not only the instructor, but also instructor- student and

student-student interactions. This class not only incorporates a manageable amount of readings, but also injects “real-world”

exercises that allow students to put theory in to practice. As such, it is imperative that students not only attend class (promptly, of

course), but arrive prepared to engage in MEANINGFUL discussions that add to every individual’s knowledge – including the

instructor’s. As you will see, class participation representative of roughly 6% of the final grade and 2% would be awarded for

completing the end-of-term course evaluations. The class participation grade will be determined in two ways: first, students will be

expected to arrive to class ready to discuss the week’s readings, in both small groups, and within the larger classroom or online

setting. Valuable class contributions will be based on the readings and/or other RELEVANT information. Please feel free to

introduce alternative examples that are reflective of current events. Second, because this class is exercise-intensive, each student will

be expected to come prepared for the week’s activity. This class is geared toward allowing you to analyze case studies and engage

in realistic role plays based on our leadership topic for the week. Poorly prepared students not only affect their own grades, but

diminish the overall learning experience of his or her classmates.

Grading Matrix:

Instrument Value (points or percentages) Total %

Synopsis/Thinkpiece 9 27

Celebrity Public Servant Presentation 1 5

Public Service Case Analysis 1 25

Public Service Organizational Analysis 1 22

Public Service Org Analysis Presentation 1 3

Discussions 5 10

Class Participation and Evaluation 1 8

100

Grade Determination A = 90% or better B = 80 – 89 % C = 70 – 79 % D = 60 – 69 % F = less than 60%

University Policies and Procedures

Students with Disabilities (ADA Compliance):

Chapter 7(7.004) Disability Accommodations for Students:

The University of North Texas at Dallas makes reasonable academic accommodation for students with disabilities. Students seeking

accommodations must first register with the Disability Services Office (DSO) to verify their eligibility. If a disability is verified, the

DSO will provide you with an accommodation letter to be delivered to faculty to begin a private discussion regarding your specific

needs in a course. You may request accommodations at any time, however, DSO notices of accommodation should be provided as

early as possible in the semester to avoid any delay in implementation. Note that students must obtain a new letter of accommodation

for every semester and must meet/communicate with each faculty member prior to implementation in each class. Students are strongly

encouraged to deliver letters of accommodation during faculty office hours or by appointment. Faculty members have the authority to

ask students to discuss such letters during their designated office hours to protect the privacy of the student. For additional information

see Disability Services Office. You may also contact them by phone at 972-338-1777; by email at [email protected] or

at Building 2, room 204.

Canvas Instructure Accessibility Statement:

University of North Texas at Dallas is committed to ensuring its online and hybrid courses are usable by all students and faculty

including those with disabilities. If you encounter any difficulties with technologies, please contact our ITSS Department. To better

assist them, you would want to have the operating system, web browser and information on any assistive technology being

used. Canvas Instructure Accessibility Statement is also provided.

NOTE: Additional instructional technology tools, such as Turnitin, Respondus, Panopto, and publisher cartridge content (i.e. MyLab,

Pearson, etc.) may NOT be fully ADA compliant. Please contact our Disability Office should you require additional assistance

utilizing any of these tools.

Course Evaluation Policy:

Student’s evaluations of teaching effectiveness is a requirement for all organized classes at UNT Dallas. This short survey will be

made available to you at the end of the semester, providing you a chance to comment on how this class is taught. I am very interested

in the feedback I get from students, as I work to continually improve my teaching. I consider students’ evaluations to be an important

part of your participation in this class.

Assignment Policy: Assignments in this class must reflect the following format:

 Font: Times New Roman, Size 12

 Cover Page with Assignment Title, Class Title, Date, and Student Name

 Margins should be 1.25 inches (Top, Bottom, Left, and Right). Most MS Word programs have 1.25 inches as a default.

Late Policy:

Students are expected to turn in all assignments at the beginning of the class on the date the assignment is due. Late work will receive

a grade penalty of 15% deduction regardless of cause or will receive no credit at all. Late submission is strongly discouraged and it is

in everyone’s interest to meet the stipulated deadlines for the various assignments.

Exam Policy: (Online exams and the ability to retake is solely at the instructor’s discretion). NOTE: Online exams may be proctored

on campus per instructor’s discretion.

Academic Integrity:

Academic integrity is a hallmark of higher education. You are expected to abide by the University’s code of Academic Integrity

policy. Any person suspected of academic dishonesty (i.e., cheating or plagiarism) will be handled in accordance with the

University’s policies and procedures. Refer to UNT Dallas' Student Code of Academic Integrity for complete provisions of this code.

Academic dishonesty includes, but is not limited to, cheating, plagiarizing, fabrication of information or citations, facilitating acts of

dishonesty by others, having unauthorized possession of examinations, submitting work of another person or work previously used

without informing the instructor, or tampering with the academic work of other students.

Web-based Plagiarism Detection: Please be aware in some online or hybrid courses, students may be required to submit written

assignments to Turnitin, a web-based plagiarism detection service, or another method. If submitting to Turnitin, please remove your

title page and other personal information.

Classroom Policies

The University attendance policy is in effect for this course. Class attendance and participation is expected because the class is

designed as a shared learning experience and because essential information not in the textbook will be discussed in class (ground

and/or online). The dynamic and intensive nature of this course makes it impossible for students to make-up or to receive credit for

missed classes. Attendance and participation in all class meetings is essential to the integration of course material and your ability to

demonstrate proficiency. Students are responsible to notify the instructor if they are missing class and for what reason. Students are

also responsible to make up any work covered in class. It is recommended that each student coordinate with a student colleague to

obtain a copy of the class notes as necessary, if they are absent

Online Attendance and Participation:

The University attendance policy is in effect for this course. Class attendance in the Canvas classroom and participation is expected

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because the class is designed as a shared learning experience, and because essential information not in the textbook will be discussed

in the discussion board. Online presence and participation in all class discussions is essential to the integration of course material and

your ability to demonstrate proficiency.

Attendance for this online or hybrid course is considered when you are logged in and active in Canvas, i.e., posting assignments,

taking quizzes, or completing Discussion Boards. To maintain financial aid award eligibility, activity must occur before the census

date of the session or term of the course. Refer to UNT Dallas' Registrar for specific dates. If you are absent/not active in the course

shell, it is YOUR responsibility to let the instructor know immediately, upon your return, the reason for your absence if it is to be

excused. All instructors must follow university policy 7.005 covering excused absences; however, it is the instructor’s discretion, as

outlined in the course syllabus, of how unexcused absences may or may not count against successful completion of the course.

Inclement Weather and Online Classes: Online classes may or may not be effected by campus closures due to inclement weather.

Unless otherwise notified by your instructor via e-mail, online messaging, or online announcement, students should assume that

assignments are due as scheduled.

Online “Netiquette”:

In any social interaction, certain rules of etiquette are expected and contribute to more enjoyable and productive communication.

Emails, Discussion Board messages and/or any other forms of written communication in the online environment should use proper

“netiquette” (i.e., no writing in all caps (usually denotes yelling), no curse words, and no “flaming” messages (angry, personal

attacks).

Racial, ethnic, or gender slurs will not be tolerated, nor will pornography of any kind.

Any violation of online netiquette may result in a loss of points or removal from the course and referral to the Dean of Students,

including warnings and other sanctions in accordance with the University’s policies and procedures. Refer to UNT Dallas Student

Code of Conduct. Respect is a given principle in all online communication. Therefore, please be sure to proofread all of your written

communication prior to submission.

Diversity/Tolerance Policy:

Students are encouraged to contribute their perspectives and insights to class discussions in the online environment. However,

offensive & inappropriate language (swearing) and remarks offensive to others of particular nationalities, ethnic groups, sexual

preferences, religious groups, genders, or other ascribed statuses will not be tolerated. Disruptions which violate the Code of Student

Conduct will be referred to the Dean of Students as the instructor deems appropriate.

Technology Assistance: In order to successfully access the materials in an online or hybrid course, UNT Dallas advises that your

computer be equipped with the minimum system requirements listed on the first page of the syllabus.

If you experience difficulty accessing or using components of the course, try using Google Chrome browser. If you still exper ience

technical difficulties, first, notify your instructor.

If the problem is still not resolved, call Student Assistance (Distance Learning) at the phone number listed on the first page of the

syllabus. Also, no matter what browser you use, always enable pop-ups. For more information see:

 UNT Dallas Canvas Technical Requirements

 Canvas Instructure Supported & Unsupported Operating Systems

Use of Cell Phones & Other Electronic Gadgets in the Classroom

Students who prefer to use laptops to take notes in class are more than welcome to do so. However, please refrain from engaging in

other activities (Facebook, shopping, etc.) that will serve as a distraction for both you and me.

Also, while we have all become increasingly reliant upon our technological devices to keep us in the loop both professionally and

personally, this class has a “No Cell Phone” policy. This policy is particularly focusing on the growing trend of in-class texting, but

it is certainly not limited to this behavior. If you need to use your cell phone, please feel free to leave the class as you see fit. Our

time in class is limited, and despite our busy lives, I would like to spend the class period focused on the material.

Incompletes:

A semester grade of incomplete will be given only under extreme and unusual situations. More importantly, an incomplete will only

be granted for students who are in good standing within the class (A/B grade) and have completed all work (except for the final) at

semester’s end. An incomplete is not a substitute for a poor grade. In order to receive an incomplete in this course, the Grade of

Incomplete Form posted on the Registrar forms site must be completed, signed and returned to the Office of the Registrar by the

deadline posted in the Academic Calendar. For other questions related to grade of incomplete, contact Dr. Dawn Remmers,

Assistant Provost, at [email protected].

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APPENDIX

I. Public Service Case Analysis Project

II. Public Service Organizational Analysis Project

III. Public Service Organizational Analysis Presentation IV. Synopsis/Thinkpiece

TITLE OF RUBRIC: Public Service Case Analysis (Page 1 of 2) Course: PLDR 5320 LEARNING OUTCOME/S: Be able to identify public service concepts,

supporting evidence, and apply them in a practical setting. Describe the role the

U.S. Constitution, democratic values, and the social environment play in public

service. Understand the distinctive nature of public organizations and explain the

role of the “citizenship” in public service. Distinguish between various theories

and concepts related to ethical behavior in public service. Understand the

political nature of public budgeting and how it impacts an organization’s goals

and effectiveness. Explain the role civil society and the nonprofit sector play in

the delivery of public services and community leadership. Differentiate between

various forms of public service performance management.

Date:

PURPOSE: Develop decision making and problem solving strategies Name of Student:

VALIDITY: Public administration analysis best practices Name of Faculty: J. Agbodzakey, PhD

COMPANION DOCUMENTS: Case, Assignment Instructions, Sample Cases, APA Style Manual

Earning maximum points in each box in ‘PROFICIENT’ column and / or points in columns to the right of ‘PROFICIENT’ meets standard.

Earning MAXIMUM points in a column equals an overall rating of that column

<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>

Performance

Criteria

Basic

(0 points)

Developing

(1 point)

Proficient

(2 points)

Accomplished

(3 points)

Exemplary

(4 points) Scor

Identify context

and key

issues/problems

Does not

identify context

and the issues /

problems

Attempts to

identify context

and the issues /

problems

Generally

identifies

context and the

issues /

problems

Substantially

identifies

context and the

issues /

problems

Effectively

identifies the

context and the

issues /

problems

Analyze key

issues/problems

using PA

theories /

frameworks

Does not

analyze issues /

problems using

PA theories /

frameworks

Attempts to

analyze some

key issues /

problems using

PA theories /

frameworks

Generally

analyzes some

key issues /

problems using

PA theories /

frameworks

Analyzes key

issues/problems

using PA

theories /

frameworks

Insightfully

analyzes all

relevant

issues/problems

using PA

theories /

frameworks

Determine

recommendatio

ns / courses of

action

Does not

determine

recommendatio

ns / courses of

action

Attempts to

determine

recommendatio

ns / courses of

action

Determines

recommendatio

ns / courses of

action; provides

acceptable

rationale

Substantially

determines

recommendatio

ns / courses of

action, and

provides sound

and pragmatic

rationale.

Effectively

determines

recommendatio

ns / courses of

action, and

provides sound,

cogent,

pragmatic

rationale.

Select optimal

recommendatio

n / courses of

action

Does not

recommend

optimal solution

Attempts to

recommend

optimal solution

Recommends

optimal

solution, and

provides

acceptable

rationale

Substantially

recommends

optimal

solution, and

provides sound

and pragmatic

rationale.

Effectively

recommends

optimal

solution, and

provides sound,

cogent,

pragmatic

rationale.

Identify ethical

issues

Does not

identify ethical

issues

Attempts to

identify ethical

issues

Identifies some

key ethical

issues

Identifies most

key ethical

issues

Effectively

identifies all

ethical issues

TITLE OF RUBRIC: Case Analysis (Page 2 of 2) Course: PLDR 5320 . Date:

PURPOSE: Develop decision making and problem solving strategies Name of Student:

VALIDITY: Public administration analysis best practices Name of Faculty: J. Agbodzakey, PhD

COMPANION DOCUMENTS: Case, Assignment Instructions, Sample Cases, APA Style Manual

Earning maximum points in each box in ‘PROFICIENT’ column and / or points in columns to the right of ‘PROFICIENT’ meets standard.

Earning MAXIMUM points in a column equals an overall rating of that column

<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>

Apply ethical

principles to

issues/problems

Does not apply

ethical

principles to

issues /

problems

Attempts to

apply ethical

principles to

issues /

problems

Applies ethical

principles to

issues /

problems

Applies key

ethical

principles to

issues /

problems

Effectively

applies all

relevant ethical

principles to

issues /

problems

Score

Articulates

concepts

Does not

articulate

concepts.

Attempts to

articulate

concepts.

Generally

articulates

concepts;

writes

somewhat

logically.

Substantially

articulates most

concepts;

communicates

logically

throughout the

majority of the

document;

provides useful

insights.

Effectively

articulates

relevant

concepts;

communicates

logically and in

an organized

way throughout

the entire

document;

Provides

interesting and

useful insights.

Write effectively

at the graduate

level

Does not write

using

appropriate

grammar,

spelling,

punctuation,

and sentence

structure

(numerous

major errors).

Does not use

APA Style.

Does not write

clearly;

attempts to

write using

appropriate

grammar,

spelling,

punctuation,

sentence

structure

(several major

errors).

Attempts to use

APA Style

(frequent

errors).

Writes using

appropriate

grammar,

spelling,

punctuation,

and sentence

structure (a few

major and

minor errors)

Uses APA

Style (few

errors).

Writes clearly

using

appropriate

grammar,

spelling,

punctuation,

and sentence

structure (some

minor errors).

Uses APA Style

(slight errors).

Effectively and

clearly writes

using

appropriate

grammar,

spelling,

punctuation,

and sentence

structure

throughout the

document (no

errors).

Uses APA Style

effectively.

Subtotal Page One (20 total points possible): Subtotal Page Two (12 total points possible):

Comments:

TITLE OF RUBRIC: Public Service Organizational Analysis (1 of 3) Course: PLDR 5320

LEARNING OUTCOME/S: Be able to identify public service concepts, supporting evidence, and apply them in a practical setting. Describe the role

the U.S. Constitution, democratic values, and the social environment play in

public service. Understand the distinctive nature of public organizations and

explain the role of the “citizenship” in public service. Distinguish between

various theories and concepts related to ethical behavior in public service.

Understand the political nature of public budgeting and how it impacts an

organization’s goals and effectiveness. Explain the role civil society and the

nonprofit sector play in the delivery of public services and community

leadership. Differentiate between various forms of public service performance

management.

Date: Course Section:

Student Name:

Circle specialization:

Faculty Name: J. Agbodzakey, Ph.D.

PURPOSE: Develop effective public management strategies. COMPANION DOCUMENTS: Assignment

instructions, APA Style Manual VALIDITY: Public management best practices.

Earning maximum points in each box in ‘PROFICIENT’ column and / or

points in columns to the right of ‘PROFICIENT’ meets standard.

<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>

Performance Criteria

Basic

(0 points)

Developing

(1 point)

Proficient

(2 points)

Accomplished

(3 points)

Exemplary

(4 points)

Score

Describe nonprofit

organization (mission, vision, goals,

strategy, impacts,

evaluation)

Does not

describe the

organization

Attempts to

describe the

organization

Generally

describes the

organization

Substantially

describes the

organization in

detail

Effectively

describes the

organization in

concise, meaningful

detail

Describe governance,

leadership,

nonprofit/gov’t/ private

sector relations

Does not

describe

governance,

leadership,

nonprofit/gov

’t/ private

sector

relations

Attempts to

describe

governance,

leadership,

nonprofit/gov

’t/ private

sector

relations

Generally

describes

governance,

leadership,

nonprofit/gov

’t/ private

sector

relations

Substantially

describes

governance,

leadership,

nonprofit/gov’t

/ private sector

relations in

detail

Effectively

describes

governance,

leadership,

nonprofit/gov’t/

private sector

relations in concise,

meaningful detail

Describe

historic and social forces

that shape the

organization (context, stakeholders,

operational and geographic

areas)

Does not

describe

historic and

social forces

that shape the

organization

Attempts to

describe

historic and

social forces

that shape the

organization

Generally

describes

historic and

social forces

that shape the

organization

Substantially

describes

historic and

social forces

that shape the

organization in

detail

Effectively

describes historic

and social forces

that shape the

organization

in concise,

meaningful detail

Analyze the organization

by applying selected

management

models/frameworks,

approaches and

techniques (sustainability of finances, HRM,

infrastructure, volunteer

management; use of

technology/social media)

Does not

analyze the

organization

by applying

management

models/frame

works,

approaches

and

techniques

Attempts to

analyze the

organization

by applying

management

models/frame

works,

approaches

and

techniques

Generally

analyzes the

organization

by applying

management

models/frame

works,

approaches

and

techniques

Substantially

analyzes the

organization

by applying

management

models/frame

works,

approaches and

techniques

with, sound

narrative

Effectively analyzes

the organization by

applying

management

models/frameworks,

approaches and

techniques with

accurate, sound,

persuasive narrative

Subtotal Page One (16 total points possible)

TITLE OF RUBRIC: Public Service Organizational Analysis (2 of 3) Course: PLDR 5320

LEARNING OUTCOME/S: Be able to identify public service concepts,

supporting evidence, and apply them in a practical setting. Describe the role