|
  

 


 

PUA 703-001
DR. SPRINGER
FALL, 2007
  

 

    |
|

° WHAT DO I NEED TO KNOW ABOUT

THIS ORG?
° HOW CAN I FIND OUT?
° HOW CAN I USE THE INFORMATION
THAT I GET?
° MAKING CHOICES
° MAKING SENSE OF WHERE I AM
° WHAT KNOWLEDGE AND HOW TO
APPLY
  
  
 
° A NECESSARY
EVIL?
° TO SHOW THE
WAY?
° TO PROTECT,
PRESERVE,
PROMOTE?
° TO MAKE IT
WORK?
° TO ENGAGE?
     
 

° USING THEORIES AS BENCHMARKS
° QUESTIONS TO ANSWER
° ISSUES TO BE CONSIDERED
° WHERE WE STAND
° THOUGHTFUL RECONSTRUCTION OF HOW
WE SEE THE WORLD AROUND US
° EMPHACIZING AND DE-EMPHACIZING
CERTAIN THINGS AND LEAVING SOME
OUT
° ROLE MODELS
ë REPRESENTATION OF REAL LIFE
ë MOLECULAR STRUCTURES VS MODEL CARS
 


 

° FROM
° PUBLIC ADMINISTRATION AS PART OF THE
GOVERNMENTAL PROCESS
° TO
° PUBLIC ORGANIZATIONS ARE THE SAME
AS BUSINESS
° TO
° PUBLIC ADMINISTRATION IS A
PROFESSIONAL FIELD
° USUALLY FOCUSING ON
° COMPLEX ORGS.
° CARRYING OUT GOVERNMENT MANDATES



 
 
|


 


° PUBLIC ADMINISTRATION AS PART OF
GOVERNMENTAL PROCESS
° GOVT IS LIKE BUSINESS RE: EFFICIENCY
° PUBLIC ADMINISTRATION AS A PROFESSION
° COMPLEX ORGS
ë BUREAUCRATIC STRUCTURES
ë AUTHORITY RELATIONSHIPS
PRINCIPAL-AGENT THEORY
ë PUBLIC ADMINISTRATION AS GOVT ADMINISTRATION
WITH AMBIGUOUS GOALS
ë SERVICE FIRST?
ë DEMOCRATIZATION OF ORG DETERMINES
PUBLICNESS OF MGT PROCESSES
  |

|
 !"#$ !%&$
'
###()*  +
° SHOULD PUBLIC
MGRS BIAS THE
SEARCH FOR
OPTIONS?
° SHOULD
POLITICIANS
ANTICIPATE AND
CONTROL
SOLUTIONS?
 






° PROCESS NOT STRUCTURE

° CLARIFY EARLIER PERSPECTIVES
ë POLITICAL
ë ADMINISTRATIVE
ë PROFESSIONAL
° PUBLIC NATURE NOT GOVT SYSTEMS
° ½





  



  
 





° BRINGING TWO PERSPECTIVES
TOGETHER
ë DEMOCRATIC POLITICAL THEORY
FREEDOM, JUSTICE AND EQUALITY
ë ORG. THEORIES
MANAGING CHANGE IN PURSUIT OF PUBLICLY
DEFINED VALUES
° CRITICAL ROLE OF PUBLIC MGR
ë INTERPERSONAL AND STRUCTURAL
RELATIONSHIPS AND CHANGE
ë DESIGN AND IMPLEMENTATION OF
SOCIETAL VALUES
ë DEFINING ETHICAL BASIS FOR PUBLIC MGT
     
 

° PROVIDE A BENCHMARK
° MORE COHERENT AND
INTEGRATED UNDERSTANDING
° MORE THAN SIMPLE OBSERVATION
±CONTEXT
° MODELS AS A REP. OR REAL LIFE
ë LIKE MODEL CARS
° LANGUAGE
ë SAID, UNSAID, SAID NEXT
 

  

    
  
 ,







| 
 
 
 
 
|


  
  


 |











 



 

|  |


  | -
|

| 
|


° KEN WELCH AS AN INTERN STUDIES THE
RECRUITMENT PROCESS AND GETS TO
KNOW RICK, TIM AND THE DIRECTOR
ë WHAT MOTIVATES EACH?
ë HOW DID HE COME TO UNDERSTAND
THE BUREAUCRACY?
ë WHAT COMMUNICATION PATTERNS?
ë WHAT ROLE ACQUISITION OF
KNOWLEDGE?
ë HOW TO COPE WITH OR DIRECT ORG
CHANGE?
 | -
|

| 
|


° JOHNAND CAROL TAKE OVER A
NEW HOUSING-LOAN PROGRAM
AND DISAGREE ON APPLICATION
PROCESSING
ë CUT RED TAPE OR EDUCATE?
ë HOW DOES WHERE THEY SIT
DEFINE WHERE THEY STAND?
  

| .| 




 
| 
| .

/ 


 


° AT IS PUBLIC POLICY
ë Public Policymaking in a Republic
ë Executive Powers
The Restricted View
ë Wm. Taft and Strict Constructionism
The Prerogative Theory
ë John Locke and Executive Privilege
The Stewardship Theory
ë T. Roosevelt and Actions in the Public Interest
  

| .| 




 
| 
| 
.
 


 


° THE POLICY MAKING PROGRESS
ë Agenda Setting
Process of ideas bubbling up for consideration
Anthony Downs ± Preproblem, Alarmed Discovery,
Recognition, Decline of Public Interest, Post Problem
Phase
ë Decision Making
Rational
Intelligence, Recommending, Prescribing, Invoking,
Application, Appraisal, and Terminating Phases
ë Implementation ± small decisions at the margin
Seven Reasons for Incrementalism
ë Evaluation
ë Feedback
 à
  || 

 




&01%
° MAKINGOPTIMAL CHOICES IN
HIGHLY SPECIFIED ENVIRONMENT
ë IDENTIFYING ALTERNATIVES A GIVEN
ë CONSEQUENCES FOR EAC
CERTAINTY, RISK, AND UNCERTAINTY
ë DECISIONMAKER CAN RANK C OICES
BASED UPON CONSEQUENCES
ë GOOD SELECTION POSSIBLE
ë MINIMAX RISK=MAXIMUM BENEFIT AND
MINIMUM CONSEQUENCE
  

| .| 




 
| 
| .

 


 


° POER--TE EXTERNAL
PERSPECTIVE
ë Pluralism
Assuming the shifting of power within a
democracy
ë Group Theory
Madison ± Federalist Paper #10
Interest Groups Will Be Heard and Can Be
Managed
ë Organizational Goals
ë Internal Power Relationships
 

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 
| 
| .

 


 


°T E CULTURES OF PUBLIC
ADMINISTRATION
ë The Outside Cultural Environment
ë The Inside Cultural Environment
ë Professional Socialization
ë Symbolic Management
  

 


 





 

From Moses Meets a

Management Consultant to New
Public Management
 |
 
° Ú00 B.C. SOCRATES ± MGT IS AN ART UNTO ITSELF
° 360 B.C. ARISTOTLE ± CULTURAL CONTEXT
° 1776 ADAM SMITH ± OPTIMAL ORGANIZATION
OF PIN FACTOR
° 1813 ROBERT OWEN ± EMPLOYEES ARE VITAL
MACHINES
° 1910 LOUIS BRANDEIS AND FREDERICK
TAYLOR - SCIENTIFIC MANAGEMENT
° 1922 MAX WEBER ±BUREAUCRACY AS A
STRUCTURE
 |
 
° 1937 GULICK¶S POSDCORB
° 19Ú0 MERTON AND THE DYSFUNCTIONS OF
BUREAUCRACY
° 19Ú6 SIMON ATTACKS THE PRINCIPLES
APPROACH
° 19Ú8 WALDO ATTACKS THE GOSPEL OF
EFFICIENCY
° 19Ú9 SELNICK AND TVA¶S COOPTATION
° 195Ú DRUCKER AND MANAGEMENT BY
OBJECTIVES
° 1957 ARGYRIS AND THE CONFLICT
BETWEEN PERSONALITY AND THE
ORGANIZATION
 |
 
° 1961 THOMPSON FINDS
DYSFUNCTION DUE TO ABILITY VS AUTHORITY
° 1962 PRESTHUS¶ UPWARDMOBILES,
INDIFFERENTS AND AMBIVALENTS
° 196Ú CROZIER ± BUREAUCRACY AS
AN ORGANIZATION THAT CANNOT LEARN
FROM ERRORS
° 1966 BENNIS PROCLAIMS DEATH TO
BUREAUCRATIC INSTITUTIONS
° 1968 HERZBERG ± MOTIVATORS,
SATISFIERS AND HYGIENE FACTORS
° 1972 CLEVELAND ± CONTINUOUS
IMPROVISATION IS REQUIRED
° 1976 MACCOBY AND THE
GAMESMAN
° 1981 PFEFFER ± POWER IN
ORGANIZATIONS
 |
 
° 1983 ROSABETH MOSS KANTER AND
THE CHANGEMASTER
° 1988 ZUBOFF AND THE AGE OF THE
SMART MACHINE
° 1990 GAGLIARDI AND SYMBOLS AND
ARTIFACTS
° 1992 OSBORNE AND GAEBLER RE-
INVENT GOVERNMENT
° 1997 VIRTUAL ORGANIZATIONS AND
BEYOND
° 2000 SNOOK ANALYZES SYSTEMIC
BREAKDOWN IN FRIENDLY FIRE
° 2002 PERROW AND ORGANIZING AMERICA:
WEALTH, POWER AND ORIGINS OF
CORPORATE CAPITALISM
  | 

 | |
° ·ETRO ë INSTEAD OF
COUNSELING EVERYONE ë
TEAC ING ORDINANCES AND LAS
SO T EY FIND T EIR ON AY
USING BASIC PRINCIPLES
° AVING TO DEAL IT ONLY T E
ARD C OICES
 





 


 


° EBER
ë Y
Y

° ALDO
ë  
Y

 
Y
° BARNARD
ë Y Y YY

 

° SELZNICK
ë  

YY

Y Y
 





 


 


° KATZ AND KA N
ë 
  

 


 

  
° SILVERMAN
ë 
 
   

  
    
 ½ 
° CO EN, MARC , OLSEN
ë 
 








 




½  






 



 


 
|

° DOMINANT METAP ORS
° PRIMARY UNITS OF ANALYSIS
° RELATION OF INDIVIDUAL TO ORG.
° MEANING OF RATIONALITY
° PRIMARY VALUES EMBODIES IN
T EORITICAL PERSPECTIVES
° ³GENERIC´ NO DIFFERENCE
BETEEN PUBLIC AND PRIVATE
SECTOR T EORIES???
  
 
|


 


° INTER-ORGANIZATIONAL
ë PUBLIC ADMINISTRATOR ACTS AS AGENT
° INTRA-ORGANIZATIONAL
ë PUBLIC ADMINISTRATOR HAS A PLACE IN
THE ORGANIZATION
° ORGANIZATION TO INDIVIDUAL
ë INTERACTIONS WITH INDIVIDUALS INSIDE
AND OUTSIDE AND DISCRETION
 | |  || 

 
 
° 1. FIXED AND OFFICIAL ·URISDICTIONAL
AREAS DEFINED BY REGULATIONS
° 2. AUT ORITY AND SUPERVISION
° 3. RITTEN AND PRESERVED FILES
° 4. EXPERT TRAINING IS ASSUMED
° 5. OFFICIAL ACTIVITY DEMANDS AND
RECEIVES FULL CAPACITY
° 6. MANAGEMENT FOLLOS STABLE,
COMPLETE AND UNDERSTANDABLE
RULES
    
|

|| 

 

° OFFICE HOLDING IS A VOCATION

° SOCIAL ESTEEM
° APPOINTED BY LEGITIMATE
AUTHORITY
° TENURE FOR LIFE
° COMPENSATION AND PENSION
° SET FOR A CAREER WITHIN
HIERARCHY OF PUBLIC SERVICE
  

 


. 

 

 

° THE ORGINS OF PUBLIC MANAGEMENT

ë The Continuing Influence of Ancient Rome
ë The Military Heritage of Public Administration
ë Comparing Military & Civilian Principles
ë The Principles Approach
ë The Cross-Fertilization of Military & Civilian
Management
ë
  

 


. 

 

 

° Key Concepts
ë Merit system
ë Public Works
ë Police
ë Commander in Chief
ë Span of Control
ë Unity of Command
  

 


. 

 

 

° WHAT IS ORGANIZATION THEORY?

ë Classical Organization Theory
Production related and economic goals
Systematic Organization
Division of Labor
People Act Rationally
ë Adam Smith and the Pin Factory
Laissez-faire capitalism
  

 


. 

 

 

° THE ORGINS OF SCIENTIFIC MANAGEMENT

ë Frederick W. Taylor
Time and Motion, Measuring Management
Worker Development
Worker Cooperation
Division of Work
ë Fayol¶s General Theory of Management
Six Principles ± technical, commercial,
financial, security, accounting, management
 
|  


|
 |



||$&0&2

° RESTRICTING ORKER OUTPUT URTS T E

ORKER
° PRACTICE PRECEDES T EORY
° GOODILL IS CREATED AMONG ORKERS
° ORKERS ASSUME NE BURDENS
VOLUNTARILY
° T E SCIENCE OF S OVELING AT
BET LE EM STEEL
° COSTS MONEY AND ·USTIFIES PROFIT
° MR. BART INCREASING ORK 2-3 TIMES
T ROUG ANALYSIS
 
|  


|
 |



||$&0&2

° 1ST PRINCIPLE: LEARNING T E SCIENCE

OF ORK BY STUDYING MOTION AND
TIME ON T E ·OB
° 2ND PRINCIPLE ë SELECT AND DEVELOP
ORKMEN
° 3RD PRINCIPLE ë BRINGING SCIENCE
TOGET ER IT TRAINED ORKERS
° 4T PRINCIPLE ë DIVIDING ORK
BETEEN ORKERS AND MGT.
  /

|
 



° DIVISION OF WORK
° AUTHORITY AND RESPONSIBILITY
° DISCIPLINE
° UNIT OF COMMAND
° UNITY OF DIRECTION
° SUBORDINATION OF INDIVIDUAL TO
GENERAL INTEREST
° REMUNERATION OF PERSONNEL
° CENTRALIZATION
  /

|
 




° CLEAR LINE OF AUT ORITY

° ORDER
° EUITY
° STABILITY OF TENURE OF
PERSONNEL
° INITIATIVE
° ESPRIT DE CORPS
 

 


. 

 

 

THE PERIOD OF ORTHODOXY- between

the wars
Paul Appleby¶s Polemic
ë  !"#$%"
Luther Gulick¶s POSDCORB
 |  
 





 
° PRIMARY ACTIVITIES OF T E
EXECUTIVE
° CONSEQUENCE:
ë EMP ACIZING MEANS OF
ADMINISTRATION NOT PURPOSE
ë DIC OTOMY BETEEN POLITICS AND
ADMINISTRATION
ë EFFICIENCY OF ORK IS IMPORTANT
T RU DIVISION OF LABOR
 |  
 





 

° PLANNING
° ORGANIZING
° STAFFING
° DIRECTING
° COORDINATING
° REPORTING
° BUDGETING
  
  

 





|  
 

|
° MACRO LEVEL

NATURAL SELECTION
COLLECTIVE ACTION VIEW

SYSTEM STRUCTURAL STRATEGIC CHOICE

VIEW


| 
   | 
| 
   |  

 |
° APPROAC
° FORM
° SCOPE
° COVERAGE
° MOTIVE OR VALUES
° ORIGINS
° NET IMPACT ON PUBLIC INTEREST
° NET IMPACT ON PERFORMANCE

° WEBERIAN OR RESPONSIBLE
° REPRESENTATIVE
° PUBLIC SERVICE
° PUBLIC CHOICE
 


 

|


3 


° DECISION MAKING: C OICES
° EFFICIENCY VS. EFFECTIVENESS
° PRODUCTIVITY
ë 

 ë LEGAL/RATIONAL (INSTRUMENTAL)
AUT ORITY
° RIG TS AND T E ADEQUACY OF
PROCESS
ë PUBLIC ELFARE ADMINISTRATORS AND
T EIR CLIENTS
° REPRESENTATION AND CONTROL OF
DISCRETION
ë ROLE OF MORAL OBLIGATION/CODES OF
ET ICS
   
|



 

 


° DECISIONS T AT
ë AFFECT PEOPLE¶S LIVES
ë ARE MADE IN T E NAME OF T E
PUBLIC
ë USE PUBLIC RESOURCES
° TAME AND ICKED PROBLEMS
° PERSONAL VS. ORGANIZATIONAL
ACTION
 

 


 
° WHAT IS THE PUBLIC ADMINISTRATION
FRAMEWORK?
° WHAT ARE THE THEORIES THAT APPLY
TO ORGANIZATIONAL BEHAVIOR?
° HOW WOULD YOU DEFINE
ORGANIZATIONAL THEORY?
° COMPARE AND CONTRAST CLASSICAL
AND NEOCLASSICAL APPROACHES TO
ORGANIZATIONAL BEHAVIOR
 




   

3 4556
° AS
A TRUSTED OUTSIDER AND
ADVISOR TO RUMSFELD
ë WHAT FACTORS BROUGHT THIS TO
CRISIS?
ë TO WHOM AND FOR WHAT IS
RUMSFELD MOST RESPONSIBLE?
ë WHAT STEPS TO TAKE TO ADDRESS
AND RESOLVE THE CRISIS?
ë WHAT ARE THE LESSONS LEARNED?
  

 
| 
| 

° INDUSTRIAL REVOLUTION
ë EFFICIENCY AND EFFECTIVENESS
° ORGANIZATION BY DECISION SETS
° ORGANIZATIONS AS PURPOSIVE
ENTITIES
° INTEGRATING INDIVIDUALS
° ORGANIZING AS REVEALED SELF-
INTEREST
° ORGANIZING AS SOCIAL ACTION
° OGANIZING AS DISCOVERED
RATIONALITY




/ 

° 1856 ± ERIE RAILROAD COMPANY

SETTLED PRINCIPLES
Î DIVISION OF RESPONSIBILITIES
Î POWER TO CARRY OUT
Î MEANS OF MEASUREMENT
Î PROMPT REPORT OF ERRORS SO
CORRECTED
Î DAILY REPORTS, CHECKS AND BALANCES
Î ADOPTION OF SYSTEM TO ALLOW
GENERAL SUPERINTENDENT TO DETECT
AND CORRECT ERRORS IMMEDIATELY
 


 

|


° SEPARATE FROM T E AMERICAN
SOCIETY OF MEC ANICAL ENGINEERS
° S OP MANAGEMENT
ë ORG. , RESPONSIBILITY, REPORTS, SYSTEMS
OF WORK, EXECUTIVE MANAGEMENT
° S OP ACCOUNTING
ë TIME, WAGES, COSTS, BOOKKEEPING,
EXPENSES, RECORDS OF RESULTS AND
PROFITS
 | 
| | 
&0'5/





 
° 1. ORGS EXIST TO ACCOMPLIS
PRODUCTION RELATED GOALS
° 2. ONE BEST AY TO ORGANIZE
° 3. PRODUCTION IS MAXIMIZED T ROUG
SPECIALIZATION AND DIVISION OF
LABOR
° 4. PEOPLE AND ORGANIZATIONS ACT IN
ACCORDANCE IT RATIONAL
ECONOMIC PRINCIPLES
 |
  

|


| 
3 &0'%
° SPECIAL INDUCEMENTS FOR PRODUCTIVITY
ë MATERIAL
ë PERSONAL DEVELOPMENT
ë WORKING CONDITIONS
ë IDEAL BENEFACTIONS
SATISY PERSONAL IDEALS RELATED TO FUTURE
AND ALTRUISM
ë ORGANIZATION ATTRACTIVENESS
° INCENTIVES DIFFER BY ORG. PURPOSE
ë INDUSTRIAL ± PRODUCTION OF MATERIAL GOODS +
LIMITED MATERIAL REWARDS
ë POLITICAL ± PERSONAL PRESTIGE/MATERIAL
REWARDS IMPORTANT TO IDEAL BENEFACTIONS
ë RELIGIOUS ± FAITH/LOYALTY MADE POSSIBLE BY
MATERIAL CONTRIBUTIONS
  | 
||




 
3 &017

° T E DYSFUNCTIONS OF BUREAUCRACY
ë SECRECY
ë OCCUPATIONAL PSYC OSIS
ë OVERCONFORMITY
ë SECULAR AND SACRED DIVISION OF LABOR
ë DEPERSONALIZATION
ë DISCREPANCY BETEEN IDEOLOGY AND
FACT
SERVANTS OF T E PEOPLE?
ë QUESTIONS TO BE ANSERED
PRESTIGE SYMBOLS TO INNER CIRCLE?
  

 


. 

 

 
° ïMODERN´STRUCTURAL
ORGANIZATION THEORY
ë Talcott-Parsons 1951
ë Social Systems vs. Political Organizations
ë Basic Assumptions
ORGANIZATIONS ARE RATIONAL
BEST STRUCTURES
DIVISION OF LABOR
PROBLEMS ARE STRUCTURAL
ë Mechanisms and Organic Systems
  

 


. 

 

 
° NEOCLASSICAL ORGANIZATION
THEORY- 1776 TO 1937
° ORGANIZATIONS DO NOT EXIST AS
ISLAND
ë Herbert Simon¶s Influence
SATISFICING
BOUNDED RATIONALITY
ë The Impact of Sociology
SELZNIK ± GOALS AND VALUES NOT
NECESSARILY ALIGNED
OPENING UP ORGANIZATIONS
 

 

 


3 









|3 &06%

° ORGANIZATIONS AS ECONOMIES
° ORGANIZATIONS AS ADAPTIVE SOCIAL
SYSTEMS
° STRUCTURAL-FUNCTIONAL ANALYSIS
ë SECURITY, STABILITY CONTINUITY,
RECALCITRANCE, OMOGENEITY OF
OUTLOOK
° CO-OPTATION
ë PROCESS OF ABSORBING NE ELEMENTS
AS A MEANS OF AVERTING T REATS
 

 

  
| |

  

|8*.93&010

° COALITIONS
ë OB·ECTIVES SET T RU BARGAINING,
INTERNAL CONTROLS AND AD·USTING TO
EXPERIENCE
ë EXAMPLE: COMMITTEE AND PAINTING
ë PREDICTIVE T EORY
DEMANDS AND PROBLEMS FOR MEMBERS
TOOL TO C ANGE DEMAND OVER TIME
ATTENTION-FOCUS TOOL FOR DEMANDS
ATTENTION-FOCUS TOOL FOR PROBLEMS
DEMAND EVALUATION PROCEDURE
TOOL FOR C OOSING AMONG VIABLE COALITIONS
  

 


. 

 

 

° SYSTEMS THEORY
ë SYSTEMS ANALYSIS-RIGOROUS COLLECTION,
MANIPULATION AND EVALUATION OF DATA TO
MAKE GOOD DECISIONS
ë CYBERNETICS ± ADAPTIVE SYSTEMS REQUIRING
MULTI-DISCIPLINARY APPROACHES
ë THE LEARNING ORGANIZATION-PERSONAL
MASTERY, MENTAL MODELS, SHARED VISION,
TEAM LEARNING, SYSTEMS THINKING
  

 


. 

 

 

° THE ORGINS OF PUBLIC MANAGEMENT

ë The Continuing Influence of Ancient Rome
ë The Military Heritage of Public Administration
ë Comparing Military & Civilian Principles
ë The Principles Approach
ë The Cross-Fertilization of Military & Civilian
Management

 3| 
| -


 

 |




° FROMSYSTEM, HIERARCHY,
STRUCTURE TO NEO-CLASSICAL:
ë HUMAN ANALYSIS
ë DECISIONMAKERS
ë SERIES OF CHOICES
ë RATIONAL LINKAGES
ë BOUNDED BY ORGANIZATIONAL
PURPOSE
  / 



|

° PRINCIPLES APPLY DIFFERENTLY IN
DIFFERENT SITUATIONS
° ADMINISTRATION: TO BRING A BETTER,
ORDERED LIFE FOR T E ORGANIZATION
AND T OSE ORKING IN IT
ë SUBORDINATION OF INDIVIDUAL INTERESTS
TO COMMON GOOD
ë IERARC Y
ë CENTRALIZATION
ë UNITY OF COMMAND AND MANAGEMENT
   

 


  
° DIVISION OF WORK
° AUTHORITY AND RESPONSIBILITY
° DISCIPLINE
° UNIT OF COMMAND
° UNITY OF DIRECTION
° SUBORDINATION OF INDIVIDUAL TO GENERAL
INTEREST
° REMUNERATION OF PERSONNEL
ë JOB, PIECE, BONUSES, PROFIT SHARING, PAYMENT
IN KIND, WELFARE WORK, NON-FINANCIAL
INCENTIVES
° CENTRALIZATION ± ALWAYS THERE JUST
QUESTION OF PROPORTION
   

 


  
° SCALAR C AIN: CLEAR LINE OF
AUT ORITY
° ORDER
° EQUITY
° STABILITY OF TENURE OF
PERSONNEL
° INITIATIVE
° ESPRIT DE CORPS
|

|  | 

|

° WILSONIAN CONTEXT: ACHIEVING

MEANS WITHIN A DEMOCRACY
° EMPHASIS ON DIVISION OF WORK
° ORGANIZATION AS A TECHNICAL
PROBLEM
° CENTRALITY OF EFFICIENCY
 

° SATISFICING: LIMITS TO DECISION MAKING
° RATIONAL MAN: ANALYZES COMPLEXITIES
AND MAXIMIZES CHOOSING BEST
ALTERNATIVE
° BOUNDED RATIONALITY: LIMITING
ADMIISTRATIVE RATIONALITY DUE TO
ë COMPLETE KNOWLEDGE OF
CONSEQUENCES
ë FUTURE MUST BE ANTICIPATED
ë ALTERNATIVE BEHAVIORS LIMITED
ë ORGANIZATIONAL SETTING
ë PSYCHOLOGICAL STATE
NARROW INTERPRETATION
  
° INSTRUMENTAL RATIONALITY ± SUBJECTIVE
MEANS-END REASONING
° DECISION ± CONCLUSION DRAWN FROM SET OF
VALUE AND FACTUAL PREMISES
° EFFICIENCY ±MAXIMIZE ATTAINMENT OF CERTAIN
ENDS WITH SCARCE RESOURCES
° EFFECTIVENESS-ACCOMPLISHING ORG
OBJECTIVES AND OVERALL PERFORMANCE
° PUBLIC PROBLEMS ± EXTRA-ORGANIZATIONAL
° AUTHORITY ±POWER TO MAKE DECISIONS WHICH
GUIDE THE ACTIONS OF ANOTHER
° COORDINATION ± THE PRINCIPLES OF
ORGANIZATIONS IN TOTO OPERATING THRU A
SUPERME COORDINATING AUTHORITY (URWICK)
 

/ ||



 


|

° ADMIN. EFFICIENCY INCREASED BY:
ë SPECIALIZATION OF T E TASK
ë ARRANGING MEMBERS IN DETERMINATE
IERARC OF AUT ORITY
ë LIMITING SPAN OF CONTROL TO A SMALL
NUMBER
ë GROUPING ORKERS ACCORDING TO
PURPOSE, PROCESS, CLIENTELE AND PLACE
° KNOLEDGE IS NEUTRAL
ë VALUES OF USER APPLY
° TE CNOLOGY IS APPLIED KNOLEDGE
AND NEUTRAL
à
  || 

 




&01%

° MAKING OPTIMAL CHOICES IN HIGHLY

SPECIFIED ENVIRONMENT
ë IDENTIFYING ALTERNATIVES A GIVEN
ë CONSEQUENCES FOR EAC
CERTAINTY, RISK, AND UNCERTAINTY
ë DECISIONMAKER CAN RANK C OICES BASED
UPON CONSEQUENCES
ë GOOD SELECTION POSSIBLE
ë MINIMAX RISK=MAXIMUM BENEFIT AND
MINIMUM CONSEQUENCE
 
 


  
 

 


° EFFICIENCY IS INCREASED BY
° 1. SPECIALIZATION
2. GROUP IN IERARC Y
3. LIMITING SPAN OF CONTROL
4. ORGANIZING ACCORDING TO PURPOSE,
PROCESS, CLIENTELE AND PLACE
OVER AULING T E PROVERBS NOT
PRINCIPLES OF ADMINISTRATION
1. DEVELOP A VOCABULARY
2. STUDY T E LIMITS OF RATIONALITY
 |


3
|  |

|
° DECISION MAKING IS FOCAL POINT OF
ADMINISTRATION
ë MAKING DECISIONS, ANALYSIS, PRIORITIZING,
COMMUNICATION
° CORE MODE OF OPERATION IS
INSTRUMENTAL RATIONALITY
° EFFICIENCY AS A MEASURE
° ROLES MORE IMPORTANT THAN
INDIVIDUALS
° WHAT ROLE REPRESENTATION AND
CONTROL OF DISCRETION??
 
 
 




° OPEN SYSTEMS ± ANY ORGANIZATION

THAT INTERACTS WITH ITS
ENVIRONMENT
° STRUCTURAL/FUNCTIONALISM ± ORGS
EXPLAINED IN TERMS OF
CONTRIBUTION TO MAINTAINING THE
SYSTEM
° SYSTEMS THEORY ± DYNAMIC
RELATIONSHIPS OF INPUTS,
PROCESSES, OUTPUTS, FEEDBACK
LOOPS, ENVIRONMENT

 3| 
|   |

° AT ARE T E DISTINGUIS ING

C ARACTERISTICS?
°  ERE DO INDIVIDUAL EMPLOYEES
FIT?
° ARE T EY ALL T E SAME?
°  AT DO T EY MISS?
° O OULD T EY ADDRESS T E
LOCAL EDUCATION AUT ORITY ALES
RAKOVIC ¶S DILEMMA?
 
 |  


|


° ORGANIZATIONS EXIST TO SERVE

HUMAN NEEDS
° ORGANIZATIONS AND PEOPLE
NEED ONE ANOTHER
° WHEN THE FIT IS POOR, ONE OR
BOTH SUFFER
° A GOOD FIT BENEFITS BOTH
 
 |

° LEADERS IP
° MOTIVATION
° INDIVIDUALS IN TEAMS AND
GROUPS
° EFFECTS OF ORK ENVIRONMENT
° USE OF POER AND INFLUENCE
° ORGANIZATIONAL C ANGE
 
 | 
° MUNSTERBERG ë FINDING AND S APING
PEOPLE TO FIT NEEDS
° PEOPLE, GROUPS, RELATIONS IPS AND
ORG ENVIRONMENT
° AT ORNE EXPERIMENTS
° MASLO¶S T EORY
° T EORY X & T EORY Y
° MAXIMUM INFORMATION AND INFORMED
DECISIONS (ARGYRIS, 1970)
° GROUPT INK (·ANIS, 1971)
    



° MANAGER
ë FORMAL AUT ORITY
° LEADER
ë EFFECTIVE USE OF INFLUENCE
ë RELATIONS IP BETEEN PEOPLE
 ERE INFLUENCE IS UNEVENLY
DIVIDED
ë CANNOT FUNCTION IN ISOLATION
 


|

 
  |

| 
3 &0'%

° PROVIDE SYSTEM OF
COMMUNICATION
° PROMOTE T E SECURING OF
ESSENTIAL EFFORTS
° TO FORMULATE AND DEFINE T E
PURPOSES AND GOALS OF AN
ORGANIZATION
  



 

° TRAIT
ë LEADERS ARE BORN NOT MADE
PERSONALITY C ARACTERISTIC
ë TRANSACTIONAL
BASED ON AN INTERACTIONS
FOCUS ON T E LEADER AND ON SUBORDINATES
ë CONTINGENCY OR SITUATIONAL
PARTICIPATORY LEADERS IP
LA OF T E SITUATION
CONTINUUM FROM BOSS-CENTERED TO
SUBORDINATE -CENTERED
ë CULTURAL AND TRANSFORMATIVE
C ANGING CULTURAL ASSUMPTIONS
ë  ERE TO FROM ERE?
 
| |  


° T E MANAGERIAL GRID
ë CONSIDERATION VS INITIATING STRUCTURE
ë TEAM MANAGEMENT VS IMPOVERIS ED
ë ADDING AN EFFECTIVENESS GRID
° MOVING FROM
ë IG TASK LO RELATIONS IP TO IG ASK IG
RELATIONS IPS
ë LO IG RELATIONS IPS LO TASK TO LO TASK
LO RELATIONS IPS
° LIKERT ë EMPLOYEE CENTERED
° DIFFICULTIES
ë C ANGING STYLE
ë C ANGING PERFORMANCE
 |



|  

° SELECTION AND TRAINING OF

LEADERS
° CO-ACTING TASK GROUPS
° ADMINISTRATIVE AND
SUPERVISORY STRATEGIES
° MOVING FROM NOVEL TO FAMILIAR
° STRUCTURED SITUATIONS VS.
CRISES
 | 

 

  

 

| 

|

° ASSUMPTIONS
ë TRIGGER EVENTS INDICATE CHANGE IS
NEEDED
ë A CHANGE UNLEASHES MIXED FEELINGS
ë QUICK FIX LEADERSHIP LEADS TO DECLINE
ë REVITALIZATION REQUIRES
TRANSFORMATIONAL LEADERSHIP
VISION
MOBILIZATION OF COMMITMENT
INSTITUTIONALIZATION OF CHANGE
   |

°T REE-P ASE PROCESS
ë ENDINGS
ë NEUTRAL
ë NE BEGINNINGS
° QUALITIES OF T E LEADER
ë EQUITY, POER, FREEDOM AND
DYNAMICS OF DECISIONMAKING,
TOUG NESS, SEIZING OPPORTUNITIES
° CORPORATECULTURE PROVIDES A
AY OF UNDERSTANDING + MEANING
    



    


|

° PERCEIVE WHAT IS HAPPENING IN

ENVIRONMENT
° INFORMATION THAT MOTIVATES
CHANGE
° VISION FOR PSYCHOLOGICAL SAFETY
° ACKNOWLEDE UNCERTAINTY
° ACKNOWLEDGE ERROS IN THE
LEARNING PROCESS
° MANAGE THE PHASES OF CHANGE
  


 
|

° PERCEPTION AND INSIGHT

° MOTIVATION
° EMOTIONAL STRENGTH
° ABILITY TO CHANGE THE CULTURAL
ASSUMPTIONS
° ABILITY TO CREATE INVOLVEMENT AND
PARTICIPATION
° ABILITY TO LEARN A NEW CULTURE
  





|
   


 

° SELF-AARENESS
° SELF-REGULATION
° MOTIVATION
° EMPAT Y
° SOCIAL SKILL
  $ 


 


 
|

° T E VALUE OF
UNCERTAINTY
° LEADING BY
COMPASS
ë ANIMATION
ë IMPOVISATION
ë LIG TNESS
ë AUT ENTICATION
ë LEARNING

| | 
|


 

|

° T E ROLE OF INTELLIGENCE
° FUNCTIONAL LEADERS IP
ë IMAGE MANAGEMENT
ë RELATIONS IP DEVELOPMENT
ë RESOURCE DEVELOPMENT
ë TRANSFORMATIONAL ë TRANSCEND AND
TRANSFORM
WEBER¶S CHARISMATIC
° SELF EFFICACY
° FOUR TYPES OF EMOTIONAL INTELLIGENCE
ë TO FACIITATE T INKING
ë TO UNDERSTAND ON EMOTIONS
ë EMPAT Y
ë REGULATION OF SELF TO CONTROL AND PROMOTE
PERSONAL GROT
  
|



 

 
|

|
° FOUNDATIONS
° HUMAN BEHAVIOR
° PUBLIC INTEREST
° RESPONSIVENESS
° MECHANISMS
° ACCOUNTABILITY
° ADMINISTRATIVE DISCRETION
° ASSUMED ORGANIZATIONAL STRUCTURE
° ASSUMED MOTIVATION BY PUBLIC
ADMINISTRATORS AND SERVANTS


|



| 

° CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP

° THEORIES OF CITIZENSHIP
° THE ROLE OF THE CITIZEN
° BUILDING CITIZEN INVOLVEMENT
ë FIVE TENETS
° PUBLIC SERVICE AS AN EXTENSION OF
CITIZENSHIP
° NEW PUBLIC MANAGEMENT AND CUSTOMER
SATISFACTION
° NEW PUBLIC SERVICE AND QUALITY CITIZEN
SERVICE
 || 
 

 

/


° WHAT ARE WE RESPONSIBLE FOR?

° TO WHOM ARE WE
ACCOUNTABLE?
° BY WHAT MEANS WILL WE
ACHIEVE OUTCOMES AND BE
ACCOUNTABLE FOR THEM?


|



| 

° CIVIC VIRTUE AND DEMOCRATIC CITIZENSHIP

° THEORIES OF CITIZENSHIP
° THE ROLE OF THE CITIZEN
° BUILDING CITIZEN INVOLVEMENT
ë FIVE TENETS
° PUBLIC SERVICE AS AN EXTENSION OF
CITIZENSHIP
° NEW PUBLIC MANAGEMENT AND CUSTOMER
SATISFACTION
° NEW PUBLIC SERVICE AND QUALITY CITIZEN
SERVICE
    
   
° ACHIEVE BEST
POLITICAL
OUTCOMES
° SATISFY INTERESTS
OF CITIZENS
° LEGITIMIZE
GOVERNMENT
° DEMOCRATIC
MORALITY
 



|




 

° ACCESS TO
INFORMATION
° ACCESS TO
DECISIONMAKING
° ABILITY TO OPEN
ISSUES FOR PUBLIC
DISCUSSION
° CONSIDERATION OF
ALL CLAIMS
ASSERTED
 




|
|
 

| 
:9#;$&001

° CONVENIENCE
° SECURITY
° RELIABILITY
° PERSONAL ATTENTION
° PROBLEM-SOLVING APPROACH
° FAIRNESS
° FISCAL RESPONSBILITY
° CITIZEN INFLUENCE



|



° WHAT IS THE PUBLIC INTEREST?

° NORMATIVE MODELS
° ABOLITIONIST VIEWS
° POLITICAL PROCESS THEORIES
° SHARED VALUES
° OLD AND NEW PUBLIC ADMINISTRATION AND
THE PUBLIC INTEREST
° WHAT ARE WE RESPONSIBLE FOR?
° TO WHOM ARE WE ACCOUNTABLE?
° BY WHAT MEANS WILL WE ACHIEVE
OUTCOMES AND BE ACCOUNTABLE FOR
THEM?
 
 
° PUBLIC INTEREST AS THE BEST
RESPONSE TO ALL INTERESTS AND
CONCEPTS OF VALUE
° PUBLIC INTEREST IS BEST
UNDERSTOOD THROUGH INDIVIDUAL
CHOICES
° PUBLIC INTEREST IS DEFINED BY
POLITICAL PROCESS
° PUBLIC INTEREST AS PUBLIC VALUE
CONSENSUS
  | 
|


|


° SOCIAL ë IG LEVEL OFFICIALS ARE
NOT REPRESENTATIVE OF POPULATION
° SPECIALIZATION LEADS TO NARRO
INTERESTS
° BUREAU IDEAOLOGY (DONS)
ë POSITIVE BENEFITS VS. COSTS
ë EXPANSION VS. CURTAILMENT
ë GENERAL BENEFITS VS. SPECIAL
ë PRESENT EFFICIENCIES VS. PAST FAILURES
ë ACHIEVEMENTS AND CAPABILITIES VS.
FAILURES AND LIMITATIONS
 




 

 
|  
° TRADITIONAL ° NEW PUBLIC SERVICE
ë SINGLE SYSTEM ë MULTIPLE SYSTEMS
ë FAIRNESS IS ë DIFFERENTIATION
SAMENESS BETWEEN DIFF. TALENTS
ë PROCESS/RULES ë PERFORMANCE/RESULTS
ë PROMOTION BASED ë HIRE, DEVELOP,
ON TECH. EXPERTISE PROMOTE
ë JOB FOR LIFE ë CORE VALUES
ë PROTECTION ë PERFORMANCE AND
JUSTIFIES TENURE EMP. NEED
ë CENTRAL PERSONNEL ë CENTRAL AGENCY WITH
AGENCY EMPOWERED MANAGERS

  | 
 


° COMPLIANCE T ROUG DETERRANCE IS
MISGUIDED AND MUST BE REPLACED BY:
ë PARTNERS
ë ONE-STOP SERVICES
ë IMPACTS VS. OUTPUTS
ë PROBLEMS VS. VIOLATIONS
ë FEASIBILITY VS. UNIVERSAL ENFORCEMENT
ë NEGOTIATION AND EDUCATION AS TOOLS
ë STRATEGIC ENFORCEMENT TARGETS
ë DEALING EFFECTIVELY WITH WORST
VIOLATORS
   
 

| 
 |    



 


° BEYOND POLITICAL HACKS OF THE
PAST
° PUBLIC AS AN AGENCY
CONSTITUENCY
ë AARP, CONSUMER GROUPS
° FORWARD LOOKING ASSESSMENT
ë NEPA, REGULATORY FLEXIBILITY ACT,
PAPERWORK REDUCTION ACT
    | 
    


 


° ADVERSARY
PROCEDURES
° NEUTRALITY AND
THE
ADMINISTRATIVE
LAW JUDGE
° DUE PROCESS
PROTECTION
° REASONABLENESS
ë PROPERTY RIGHTS
AND TAKINGS
    


 


° NARROW VS.
BROAD PUBLIC
INTEREST
° BALANCING
PRIVATE
INTERESTS
AGAINST ONE
ANOTHER
° PROTECTING
AGAINST
DISASTER


|
|

° PUBLIC
ADMINISTRATORS
ARE
RESPONSIBLE
FOR ENHANCING
CITIZENSHIP AND
SERVING THE
PUBLIC INTEREST
 

|



 




° GOVERNANCE
ë EXERCISE OF PUBLIC AUTHORITY
° NEW ROLES FOR GOVERNMENT
ë LEGAL AND POLITICAL RULES
ë PROTECTING ECONOMIC INTERESTS
ë ASSURE DEMOCRACY AND SOCIAL EQUITY
° ADMINISTRATION AND ADMINISTRATOR¶S ROLES
° SERVICE
° PROCESS
ë INVOLVEMENT
ë INFORMATION
ë CONSULTATION
ë ACTIVE PARTICIPATION





 

 
|

&007

° FLEXIBLE RESPONSIVE HIRING SYSTEMS

° REFORM PAY CLASSIFICATIONS
° ORGANIZATIONAL DEVELOPMENT
° INCENTIVE AWARDS
° SUPPORT MGT IN DEALING WITH POOR PERFORMERS
° MARKET-DRIVEN TRAINING
° FAMILY FRIENDLY WORKPLACES
° CROSS-TRAINING AND INTERAGENCY COLLABORATION
° ELIMINATE RED TAPE ± AUTOMATE INFORMATION
° LABOR-MANAGEMENT PARTNERSHIPS
° INCENTIVES FOR VOLUNTARY SEPARATIONS

 
 | |

° STRUCTURING PUBLIC
DELIBERATION FOR
THOUGHTFULNESS AND ETHICS
° DIALOGUE NOT MONOLOGUE
° DIALOGUE FREE OF DOMINATION
AND DISTORTION
° INSTITUTIONALIZED DISCURSIVE
STRUCTURES
'|



 


 |
° EQUALITY AND
SYMMETRY
° ALL HAVE RIGHT
TO QUESTION
° ALL HAVE RIGHTS
TO CHANGE THE
RULES OF
DISCOURSE
 
| 


 



|






° LEGITIMACY
° DIVERSITY AMONG CITIZENRY
° FREEDOM AND LIBERTY
ë CHILLING EFFECT
ë OVERBREADTH
ë LEAST RESTRICTIVE ALTERNATIVE
° PROPERTY RIGHTS
° DUE PROCESS
° INDIVIDUALITY
° PRIVACY
° EQUITY
 
| 
 


PUA 703-001 ëFALL 2007

DR. C RISTINE SPRINGER
  


  
 

° ORGANIZATIONAL EFFICIENCY IS THE

ESSENCE OF ORG. RATIONALITY
° RATIONALITY INCREASES PRODUCTION
IN TERMS OF REAL GOODS AND
SERVICES
° STRUCTURE, CONTROL COORDINATION
° ONE BEST STRUCTURE
° SPECIALIZATION AND DIVISION OF
LABOR STILL IMPORTANT
° MOST ORG PROBLEMS ARE
STRUCTURAL
 

 

 


3 









|3 &06%

° ORGANIZATIONS AS ECONOMIES
° ORGANIZATIONS AS ADAPTIVE SOCIAL
SYSTEMS
° STRUCTURAL-FUNCTIONAL ANALYSIS
ë SECURITY, STABILITY CONTINUITY,
RECALCITRANCE, OMOGENEITY OF
OUTLOOK
° CO-OPTATION
ë PROCESS OF ABSORBING NE ELEMENTS
AS A MEANS OF AVERTING T REATS
 

 

  
| |

  

|8*.93&010

° COALITIONS
ë OB·ECTIVES SET T RU BARGAINING,
INTERNAL CONTROLS AND AD·USTING TO
EXPERIENCE
ë EXAMPLE: COMMITTEE AND PAINTING
ë PREDICTIVE T EORY
DEMANDS AND PROBLEMS FOR MEMBERS
TOOL TO C ANGE DEMAND OVER TIME
ATTENTION-FOCUS TOOL FOR DEMANDS
ATTENTION-FOCUS TOOL FOR PROBLEMS
DEMAND EVALUATION PROCEDURE
TOOL FOR C OOSING AMONG VIABLE COALITIONS
 |
3|

|   |


 3 &02&

° STABLE VS.
DYNAMIC
CONDITIONS
° MEC ANISTIC VS.
ORGANIC ORG.
° SECURITY VS.
UNCERTAINTY
   

   

° BARNARD ± 1938
ë UNCONSCIOUS ATTITUDES,
UNDERSTANDING, CUSTOMS, HABITS
CREATING THE CONDITION UNDER WHICH
FORMAL ORGANIZATION ARISES
° BLAU + SCOTT ± 1962
ë BUREAUCRATIZATION = AMT OF EFFORT
DEVOTED TO MAINTAINING THE ORG
ë NUMBER OF ADMIN. PERSONNEL,
HIERARCHIAL CHARACTER, STRICT
ENFORCEMENT OF RULES, REIGID
COMPLIANCE TO RULES
 |

 || 

 
 | 
|


 
 |3 &02%

° GROUPING BY WORKER OR BY PRODUCT

ë MAXIMUM USE OF A SPECIAL KNOWLEDGE?
ë EFFICIENT USE OF EQUIPMENT?
ë BEST CONTROL AND COORDINATION?
° BEHAVIORIST FINDINGS
ë RELATIONSHIP BETWEEN ACTIVITIES AND
THOUGHTS AND BEHAVIORS
ë COLLABORATION AND INTEGRATION
ë COMMUNICATION AMONG SPECIALISTS
° CLUES FOR MANAGERS
ë CROSS-FUNCTIONAL TEAMS
ë FULL-TIME INTEGRATORS
ë MATRIX OR GRID ORGANIZATIONS
  

° DIFFERENTIATION =
SPECIALIZATION IN A RAPIDLY
C ANGING ENVIRONMENT
ë REQUIRES CONTROL, COORDINATION
AND INTEGRATION
° DONUT ORGANIZATIONS
° ORGANIZATIONAL NETORKS
° VIRTUAL ORGANIZATIONS
 
  



 




3 &070

° OPERATING CORE
° STRATEGIC APEX
° T E MIDDLE LINE
° TEC NOSTRUCTURE
° SUPPORT STAFF



  | |
< 3 &005
° HIERARCHIAL LAYERS ALLOW ORGS TO COPE
WITH DISCONTINUITIES
° MANAGERS NEED TO UNDERSTAND AND BE
ACCOUNTABLE
ë FOR ADDING VALUE
ë SUSTAINING TEAM
ë SETTING DIRECTION AND ENGAGING
SUBORDINATES
° ACCOUNTABILITY IS POSSIBLE WITH AUTHORITY
ë VETO APPLICANTS
ë MAKE WORK ASSIGNMENTS
ë DECISIONS ABOUT RAISES AND REWARDS
ë INITIATE REMOVAL
|
     


 &00%

° FORMALIZATION
° CENTRALIZATION
° COMPLEXITY
° CONFIGUATION
° COORDINATION
° CONTROL
° INCENTIVES
 =*9 )-* !!>

*)*
° Grounds for
opposition to
organic system
theories
° Indifference to
merits of human
relations theory
° How to maximize
individual utility
through rational
choices?
| ?*8)** ?) @8
·
  
 

° Composed of
individual
persons who are
considered
members
° Community
interest is the
sum of
individual
interests
   
-




  
3


° HOW INDUCE MGRS TO ACT IN BEST INTEREST OF
OWNERS AND THOSE IN CONTROL
° ANSWERING ECONOMIC QUESTIONS
ë CONTRACTUAL NATURE
ë BOUNDED RATIONALITY
ë SIGNIFICANCE OF INVESTMENT IN SPECIRIC
ASSETS
ë SPECIFIC RIGHTS VS. RESIDUAL RIGHTS
ë EFFECTS OF IMPERFECT INFORMATION
° EMERGENCE AND EXPANSION OF ORGS GIVEN
COST OF UNCENTAINTY, INFORMATION, BOUNDED
RATIONALITY AND COGNITIVE BARRIERS
!>3
*)*@=*
+;+9 8
° Collective Action is
Aggregation of Individual
Choice
° Organizing manages
individual conflicts
° Rules needed to adjudicate
conflicting preferences
° Satisficing not maximizing
choices in decisions
° Satisficing results in
incremental change
  







|


° INTERPLAY OF
INTRESTS, GROUPS
AND INDIVIDUALS
ë PUBLIC CHOICE THEORY
° IMPORTANT
LIMITATIONS TO WHAT
CAN BE DONE BY
PUBLIC PLANNING
ë Satisficing (Simon)
ë Political
What is legitimate?
What can be reasonably
acted on?
 @)** ) !*!
° Challenging the
possibility/ desirability of
tightly structured orgs
reaching goals of internal
efficiency and control
° Agreeing with System
Theorists
ë Engaging political
environments
ë Internal Rules Stabilize
° Disagreeing
ë Decisions not Structure
  
° PUBLIC CHOICE AS
REPRESENTED BY
BUCHANAN, TULLOCK AND
OSTROM
ë CONSTITUTIONAL RULES
ë IMPROVING GOVT
PERFORMANCE MEANS
MAKING IT MORE
DEMOCRATIC AND EFFICIENT
ë DEFINING HUMAN
MOTIVATIONS SO AS TO
DERIVE A PREFERRED
THEORY OF VALUES
ë BASIC ASSUMPTIONS ENABLE
EXPLANATION OF PAST,
PRESENT AND PREDICTION OF
FUTURE
   

° SCOT, DAVID HUME, JEREMY BENTHAM,
JOHN STUART MILL
ë UTILITARIANSIM
° JAMES BUCHANAN, GORDON TULLOCK
AND VINCENT OSTROM
ë PUBLIC CHOICE
° CHARLES LINDBLOOM, DAVID BRAYROOKE
ë INCREMENTALISM DISJOINTED
° ALBERT HIRSCHMAN
ë ECONOMIC
ë FAILING TO RESPOND TO    
IN PERFORMANCE
  

° AGENCY THEORY ± MANAGERS ARE AGENTS OF THE

OWNERS AND DELEGATED AUTHORITY
° PROPERTY RIGHTS THEORY ± HOW COSTS AND
REWARDS ARE ALLOCATED TO PARTICIPANTS IN AN
ORGANIZATION
° TRANSACTION COST THEORY ± HOW TO MAINTAIN
PRINCIPAL-AGENT RELATIONSHIPS AND MINIMIZE COSTS
OF TRANSACTIONS AND MANAGEMENT DECISIONS AND
SOCIAL INTERDEPENDENCE
° UNANIMITY RULE ± INDIVIDUALS ARE PROTECTED
AGAINST COERCIAN AND EXTERNAL DAMAGE
° PUBLIC CHOICE ± DECISION-MAKING ARRANGEMENTS
ESTABLISH THE TERMS AND CONDITIONS FOR MAKING
CHOICES.
ë MAKING GOVERNMENT MORE DEMOCRATIC AND EFFICIENT
   
° SELF-INTEREST ± HEDONISM VS
ALTRUISM
° INCREMENTALISM - DECISIONS THAT
TAKE INTO ACCOUNT ONLY THE
MARGINAL OR INCREMENTAL
DIFFERENCES BETWEEN PROPOSAL
AND EXISTING STATE OF AFFAIRS
° DISJOINTED ± LACK OF CONSCIOUS
COORDINATION IN DECISIONMAKING
 |

|  
 


|
3 &075

° MARKET FORCES ARE AT BEST A

PARTIAL CONDITION FOR ORG
RESPONSIVENESS
° EXIT, VOICE OR LOYALTY
° CONDITIONS FOR CORRECTION
ë MEANS TO EXPRESS DISSATISFACTION
ë TIME AND RESOURCES TO MEND WAYS
ë SELF-INTERESTED REASONS FOR TAKING
SERIOUSLY EXIT OR VOICE OF CLIENTS OR
CITIZENS
 ?)* )* *9=A ?*
° What are the tenets or assumptions
of market theories?
° What types of behavior do market
theories explain?
° How do market theories explain the
behavior of organization members?
° What insights do market theories
provide about orgs?
° How are market theories different
from classical theories?
° What is the market metaphor?
  
 

|
° COMPLEX SYSTEMS OF INDIVIDUALS AND
COALITIONS
° CONFLICT IS INEVITABLE
° INFLUENCE, POWER AND POLITICAL ACITIVTY
PRIMARY TOOL
° GOALS ACHIEVED THROUGH MANUEVERING
° INTERDEPENDENCE OF ORG UNITS
° POWER IN ORGS
ë CONTROL OVER SCARCE RESOURCES
ë ACCESS TO POWER
ë CENTRAL POSITION IN POTENT COALITION
ë WORKING THE RULES
ë CREDIBILITY
  
° POWER ± THE ABILITY TO GET THINGS
DONE THE WAY ONE WANTS THEM DONE
AND TO INFLUENCE PEOPLE
° SOCIAL POWER ± POWER BETWEEN
TWO AGENTS BASED UPON REWARDS,
COERCIVE , LEGITMATE, REFERENT AND
EXPERT POWER
° SOCIAL CHOICE-POWER IS THE RESULT
OF INFLUENCE EXERTED BY NUMEROUS
COMPONENTS AND RESPONSIVENESS IS
A FUNCTION OF CHANCE, FORCE, OR
PROCESS
  

 


. 

 

 
° ïMODERN´STRUCTURAL
ORGANIZATION THEORY
ë Talcott-Parsons 1951
ë Social Systems vs. Political Organizations
ë Basic Assumptions
ORGANIZATIONS ARE RATIONAL
BEST STRUCTURES
DIVISION OF LABOR
PROBLEMS ARE STRUCTURAL
ë Mechanisms and Organic Systems
 

° SATISFICING: LIMITS TO DECISION MAKING
° RATIONAL MAN: ANALYZES COMPLEXITIES
AND MAXIMIZES CHOOSING BEST
ALTERNATIVE
° BOUNDED RATIONALITY: LIMITING
ADMIISTRATIVE RATIONALITY DUE TO
ë COMPLETE KNOWLEDGE OF
CONSEQUENCES
ë FUTURE MUST BE ANTICIPATED
ë ALTERNATIVE BEHAVIORS LIMITED
ë ORGANIZATIONAL SETTING
ë PSYCHOLOGICAL STATE
NARROW INTERPRETATION
  | 
||




 
3 &017

° THE DYSFUNCTIONS OF BUREAUCRACY

ë SECRECY
ë OCCUPATIONAL PSYCHOSIS
ë OVERCONFORMITY
ë SECULAR AND SACRED DIVISION OF LABOR
ë DEPERSONALIZATION
ë DISCREPANCY BETWEEN IDEOLOGY AND
FACT
SERVANTS OF THE PEOPLE?
QUESTIONS TO BE ANSWERD
ë PRESTIGE SYMBOLS TO INNER CIRCLE?
  
° INSTRUMENTAL RATIONALITY ± SUBJECTIVE
MEANS-END REASONING
° DECISION ± CONCLUSION DRAWN FROM SET OF
VALUE AND FACTUAL PREMISES
° EFFICIENCY ±MAXIMIZE ATTAINMENT OF CERTAIN
ENDS WITH SCARCE RESOURCES
° EFFECTIVENESS-ACCOMPLISHING ORG
OBJECTIVES AND OVERALL PERFORMANCE
° PUBLIC PROBLEMS ± EXTRA-ORGANIZATIONAL
° AUTHORITY ±POWER TO MAKE DECISIONS WHICH
GUIDE THE ACTIONS OF ANOTHER
° COORDINATION ± THE PRINCIPLES OF
ORGANIZATIONS IN TOTO OPERATING THRU A
SUPERME COORDINATING AUTHORITY (URWICK)
 

 

|
° CHALLENGING RATIONAL
THEORISTS
° ORGANIZATIONS AS COLLECTION
OF VALUES, LIEFS, PERCEPTIONS,
BEHAVIORAL PATTERNS
° BEHAVIOR IS PREDETERMINED BY
MEMBERS¶ ASSUMPTIONS
° ORGS ARE ONLY RATIONAL IF:
ë SELF-CORRECTING SYSTEM OF
INTERDEPENDENT PEOPLE
ë CONSENSUS ON OBJECTIVES AND
METHODS
ë COORDINATION THROUGH SHARED
INFORMATION
ë PREDICTABLE PROBLEMS AND
SOLUTIONS
 

 


  

° MEANINGS AS SOCIALLY
CONSTRUCTED REALITIES
° INTERPRETATION IS MOST
IMPORTANT
° AMBIGUITY AND
UNCERTAINTY PRECLUDE
RATIONALITY
° PEOPLE USE SYMBOLS TO
REDUCE AMBIGUITY
ë ROOT METAPHORS, SHARED
MEANINGS, INTEGRATING
SYMBOLS
 |


 
|

|
 &00'

° CAPITALIZE ON
PROPITIOUS
MOMENTS
° COMBINE CAUTION
WITH OPTIMISM
° UNDERSTAND
RESISTANCE TO
CHANGE
° CHANGE ELEMENTS
BUT MAINTAIN
CONTINUITY
 |


 
|

|
 &00'

° RECOGNIZE
IMPORTANCE OF
IMPLEMENTATION
° SELECT, MODIFY AND
CREATE RIGHT
CULTURAL FORMS
° MODIFY
SOCIALIZATION
TACTICS
° FIND AND CULTIVATE
INNOVATIVE
LEADERSHIP
 

 
° SHARED BELIEFS
° SHARED
UNDERSTANDINGS
° UNDERLYING
ASSUMPTIONS
° COMMON
ORIENTATION
° PATTERNS OF
MEANING
° STORIES TOLD IN
ORIENTATION
| 

 

° INITIATION
° REWARD
° DEGRADATION
° RENEWAL
° CONFLICT
REDUCTION
° INTEGRATION
° ENDING
° COMPOUND
   |

&0%5/
&005/
° LASTING ORG.
REFORM REQUIRES
C ANGE IN ORG
CULTURE
° TOTAL QUALITY
CONTROL
ë PRODUCTIVITY
ë FLEXIBILITY
ë RESPONSIVENESS
ë RE-EINGINEERING
ë CUSTOMER SERVICE
 

< 

 
|
3 &0%5

° T EORY Z ORGS
ë CULTURAL
CONSISTENCY NOT
IERARC Y
ë CLANS NOT MARKETS
OR IERARC IES
ë DIFFICULTIES IN
TRANSLATION
ë SOCIAL ORGS VS.
FORMALITY
ë BUREAUCRACY VS.
DISCRETION
ë BALANCING FREEDOM
AND INTEGRATION
 
 
|
|


  

° BIAS FOR ACTION

° CLOSE TO CUSTOMER
° AUTONOMY
° ENTREPRENUERS IP
° PRODUCTIVITY T ROUG
PEOPLE
° ANDS-ON
° VALUE-DRIVEN
° STICK TO KNITTING
° SIMPLE FORM
° LEAN STAFF
° LOOSE-TIG T
  


 

 



3 &005

° LEARNING O TO
LEARN TOGET ER
° COMPONENT
TEC NOLOGIES
° FIVE DISCIPLINES
ë SYSTEMS T INKING
ë PERSONAL MASTERY
ë MENTAL MODELS
ë BUILDING S ARED
VISION
ë TEAM LEARNING





 


 
. 3 &004

° CATALYTIC
° COMMNITY-ONED
° MISSION DRIVEN
° RESULT ORIENTED
° CUSTOMER DRIVEN
° ENTERPRISING
° ANTICIPATORY
° DECENTRALIZED
° MARKET ORIENTED
 




° PERPETUATING MALE
REALITY  
 
ë GENDER DIVISIONS
ë SYMBOLS AND IMAES
ë INTERACTIONS
ë DEMANDS FOR GENDER-
NEUTRAL BE AVIOR
° ORG CULTURES T AT
ARE BARRIERS TO
PERFORMANCE
ë Y
Y


ë MANAGING DIVERSITY IS
A CRUCIAL
COMPETENCY