Untitled Quiz

Questions and Answers

What are the three streams that impact agenda setting?

Problems, Policies, Politics

Which of the following is a factor considered when privatizing public services?

Public Safety (correct)

National security (correct)

Cost of implementation

Employee satisfaction

What is the primary focus of Mark Moore's work 'Creating Public Value'?

Budget reforms

Strategic management in government (correct)

Private sector dynamics

Market efficiency

What does Michael Lipsky state about street-level bureaucrats?

They are the face of government and significantly impact people's lives through their interactions. Signup and view all the answers

What does Deborah Stone aim to explain in 'Policy Paradox'?

Paradoxes in political decision making Signup and view all the answers

Martha Derthick believes that the national government has proven to be supreme over the states.

True Signup and view all the answers

In 'From Red Tape to Results', what are the key characteristics emphasized for improving government?

Cutting red tape Signup and view all the answers

Match the following individuals with their respective works:

Mark Moore = Creating Public Value: Strategic Management in Government Martha Derthick = American Federalism: Madison's Middle Ground in the 1980s Michael Lipsky = Street-level Bureaucracy: The Critical Role of Street-Level Bureaucrats Deborah Stone = Policy Paradox: The Art of Political Decision Making Signup and view all the answers

What major change does Joseph Nye argue is influenced by technology?

The governance structure and its centralization or diffusion of power. Signup and view all the answers

According to Naomi Caiden, budgeting functions best with drastic changes each year.

False Signup and view all the answers

What is the analytical overview provided by Deil Wright regarding intergovernmental relations?

Intergovernmental Relations: An Analytical Overview (1974) Signup and view all the answers

What are the five distinctive features of intergovernmental relations according to Deil Wright?

National, States, Counties, Municipalities, Special Districts. Signup and view all the answers

What is the main focus of Frederick Mosher's work titled 'Watergate: Implications for Responsible Government'?

Training public sector employees in ethics Signup and view all the answers

What is the concept introduced by George Fredrickson in 'Toward a New Public Administration'?

Focus on social equity. Signup and view all the answers

What is the main focus of Woodrow Wilson's 'The Study of Administration'?

Creation of a science of administration Signup and view all the answers

What does Herbert Kaufman argue in 'Administration Decentralization and Political Power'?

Decentralization has adverse effects. Signup and view all the answers

What major concept did William Willoughby promote in 'The Movement for Budgetary Reform in the States'?

Budgeting as a tool of democracy Signup and view all the answers

What does Jeffrey Pressman state about policy implementation in his 1973 work?

The separation of policy design from implementation is fatal. Signup and view all the answers

What commitment does John Rohr emphasize in 'Ethics for Bureaucrats'?

Commitment to the Constitution. Signup and view all the answers

Which form of social leadership is described as the most stable by Max Weber?

Legal rational Signup and view all the answers

Mary Parker Follett advocated for micromanagement in organizations.

False Signup and view all the answers

What metaphor does Martin Grodzins use to describe the American system of governance?

Marble cake federalism Signup and view all the answers

Who authored the first textbook on public administration?

Leonard D. White Signup and view all the answers

What does Martin Landau argue about government overlap and duplication?

Overlap and duplication are necessary and guard against failures. Signup and view all the answers

In 'Representative Bureaucracy', what does Samuel Krislov suggest is necessary for government legitimacy?

Government must be representative of the people. Signup and view all the answers

What does Jane Addams criticize in her work 'Problems of Municipal Administration'?

Top-down government Signup and view all the answers

What was Frederick Taylor known for?

Scientific management Signup and view all the answers

What does Theodore Lowi argue about interest group liberalism?

It leads to weak decentralized government. Signup and view all the answers

What future changes does Warren Bennis predict for organizations of the future?

Integration of business into government and higher educated workers. Signup and view all the answers

What key concept did Frank Goodnow establish?

Politics-administration dichotomy Signup and view all the answers

What is the 'Hierarchy of Needs' proposed by Abraham Maslow?

A motivational theory that organizes human needs in a hierarchy Signup and view all the answers

What does Camilla Stivers advocate for in her feminist perspective on public administration?

Creating organizations more hospitable to feminine ways. Signup and view all the answers

The Brownlow Commission recommended downsizing the executive branch.

False Signup and view all the answers

What ethical challenges does Carol Lewis highlight in public service?

Deciding which ethical rules to abide by. Signup and view all the answers

According to David Rosenbloom, what are the approaches to public administration?

Managerial, Political, and Legal Signup and view all the answers

What did Charles Lindblom's 'The Science of Muddling Through' focus on?

Incrementalism in decision-making Signup and view all the answers

Chester Barnard suggested that organizations must consider which element?

Human relationships Signup and view all the answers

What does Frederick Mosher argue in 'Democracy and the Public Service' regarding collective bargaining?

It may make civil service less responsive to the public. Signup and view all the answers

Theory X assumes that workers dislike work and require strict control.

True Signup and view all the answers

What does Graham Allison discuss about the fundamental differences between public and private management?

Differences in time perspective, measurement of performance, and goals. Signup and view all the answers

What concept did Dwight Waldo question in his work?

The notion of efficiency without context Signup and view all the answers

Herbert Simon proposed a theory of __________ in administrative decision-making.

bounded rationality Signup and view all the answers

What was the main recommendation from the Hoover Commission?

Reorganize the executive branch for better efficiency Signup and view all the answers

What does POSDCORB stand for?

Planning, Organizing, Staffing, Directing, Co-Ordinating, Reporting, Budgeting Signup and view all the answers

Paul Appleby emphasized the distinct characteristics of which type of employees?

Public sector employees Signup and view all the answers

What is the concept of cooptation as discussed by Philip Selznick?

The process of absorbing new elements into an organization to ensure stability Signup and view all the answers

Robert Merton argued that Weber's bureaucracy didn't account for the __________ element.

human Signup and view all the answers

Anthony Downs stated that organizations follow a life cycle model.

True Signup and view all the answers

What is the main theme of 'Organizational Decline and Cutback Management' by Charles Levine?

Management strategies for organizations in decline Signup and view all the answers

What central idea is associated with open systems theory, as discussed by Daniel Katz and Robert Kahn?

Organizations interact with their environment as input-output systems Signup and view all the answers

Study Notes

Woodrow Wilson (1887)

Advocated for a science of administration and merit-based civil service post-Pendleton Act.
Emphasized the complexity of modern governance and the need for efficient government functions.
Introduced the politics-administration dichotomy.
Aimed to discover effective and cost-efficient government operations.

William Willoughby (1918)

Promoted budgeting as a democratic tool that increases accountability within public administration.
Argued that effective budgets can coordinate legislative and executive actions.
Viewed budgets as essential for organizational efficiency.

Max Weber (1922)

Defined bureaucracy as a structured organization characterized by hierarchy, fixed rules, and specialized roles.
Identified three types of social leaders: charismatic, traditional, and legal-rational, with legal-rational being most stable.
Outlined key bureaucratic features including fixed jurisdictions and reliance on written documents.

Mary Parker Follett (1926)

Critiqued micromanagement and emphasized "power with" instead of "power over."
Suggested that organizational orders should adapt to evolving situations.
Believed conflict could be constructive and advocated for worker participation in decision-making.

Leonard D. White (1926)

Authored the first textbook on public administration, defining it as the management of state resources.
Established principles that administration is a single process rooted in management rather than law.
Identified public administration’s goal as efficient resource utilization.

Jane Addams (1904)

Critiqued top-down governance, focusing on the importance of local governments.
Advocated for grassroots involvement, emphasizing the role of street-level bureaucrats in addressing community needs.

Frederick Taylor (1912)

Considered the father of scientific management, promoting efficiency through time and motion studies.
Proposed that scientific methods should replace traditional work practices.
Advocated for worker cooperation and fair division of tasks to improve productivity.

Frank Goodnow (1900)

Established the politics-administration dichotomy, separating political guidance from administrative execution.
Argued that administration should execute the will of the state beyond mere executive authority.

Abraham Maslow (1943)

Introduced the Hierarchy of Needs, explaining human motivation and the importance of fulfilling basic needs before higher aspirations.
Disagreed with Taylor's notion that monetary rewards drove happiness, emphasizing broader psychological needs.

Brownlow Commission (1937)

Recommended expanding the executive branch to enhance management capacity during the New Deal era.
Advocated for a merit-based hiring system and increased White House staff for better policy execution.

Charles Lindblom (1959)

Introduced the concept of incrementalism in decision-making, emphasizing the influence of past actions on current choices.
Focused on the practical limitations formed by existing systems and structures.

Chester Barnard (1938)

Highlighted the significance of informal organizations and human relationships within formal structures.
Argued that worker satisfaction and interactions are essential for effective organizational communication.

Douglas McGregor (1957)

Developed Theory X and Theory Y, contrasting perceptions of worker motivation and management approaches.
Theory X views workers as disliking work, while Theory Y sees them as inherently motivated and seeking responsibility.

Dwight Waldo (1948)

Challenged the notion of efficiency as the sole measure of public administration effectiveness.
Advocated for a broader view incorporating ethics and values in governance.

Herbert Simon (1946)

Criticized existing administrative theories for their reliance on untestable proverbs.
Promoted the idea of bounded rationality and the necessity for an evaluative approach to administrative theory.

Hoover Commission (1949)

Recommended an overhaul of the executive branch to enhance cohesion and efficiency.
Identified management challenges such as disorganization and inadequate professional staff.

Luther Gulick (1937)

Introduced the POSDCORB acronym to describe essential functions of executives: Planning, Organizing, Staffing, Directing, Co-Ordinating, Reporting, and Budgeting.
Stressed the need for unity of command and efficiency in public administration.

Paul Appleby (1945)

Argued for the uniqueness of public sector employees and the distinct challenges in government work.
Highlighted the importance of public accountability and the broad impacts of government operations.

Philip Selznick (1949)

Discussed cooptation as a strategy for organizations to maintain stability by integrating new elements and mitigating threats.

Robert Merton (1940)

Critiqued the rigidity of bureaucracy, citing potential inefficiencies due to inflexibility and the importance of retaining the human element in organizational structures.

V.O. Key (1940)

Called for a distinctive budgeting theory for public institutions due to its significant political implications and the need for public interest considerations in fiscal management.

Aaron Wildavsky (1969)

Suggested that policy analysis methods vary and should not be uniformly applied across different contexts.
Critiqued the rigid application of systems like PPBS in domestic policies.

Alice Rivlin (1971)

Advocated for improved performance measures while decentralizing and privatizing government operations.
Emphasized the difficulty of social problems and the need for nuanced performance assessments.

Allen Schick (1966)

Highlighted the transition from traditional budgeting to Planning Programming Budgeting Systems (PPBS) as a tool for strategic change.
Stressed the role of economic analysis and modern information in shaping fiscal policy.

Anthony Downs (1967)

Elaborated on the life cycle of organizations, identifying how they are formed and evolve through stages.
Emphasized the importance of seeking external support for an organization's survival.

Charles Levine (1978)

Proposed that organizations facing decline must adapt management strategies to navigate resource scarcity and sustain functionality.

Daniel Katz and Robert Kahn (1966)

Advocated for viewing organizations as open systems that interact with their external environment and adapt based on feedback.
Introduced concepts such as cyclical energy exchange, differentiation, and variable adaptability.

Deil Wright (1974)

Examined intergovernmental relations, introducing the concept of "picket fence federalism" and the collaborative roles of different government levels.

Frederick Mosher & Others (1974)

Highlighted the need for ethical training among public employees in response to challenges like Watergate, advocating for an ethical governance framework.

George Fredrickson (1971)

Called for a New Public Administration emphasizing social equity, political neutrality, and effective executive leadership.### New Public Administration (NPA)
Herbert Kaufman defines NPA as embodying representativeness, politically neutral competence, and executive leadership.
NPA integrates social equity alongside the traditional goals of Public Administration.
NPA aims to shift focus from merely strengthening institutions to addressing core problems and exploring alternative solutions.
Administrators must advocate for social equity to counterbalance the political system favoring the majority.
NPA faces criticism for potentially creating a fourth branch of government, empowering unelected bureaucrats in policymaking.

Herbert Kaufman (1969)

"Administration Decentralization and Political Power" criticizes government decentralization.
Acknowledges that decentralization can enhance local influence in policymaking.
Highlights potential issues like interference with national mandates on equity, competition among local entities, and inefficiencies due to duplication.
Connects concepts to Alice Rivlin's ideas.

Jeffrey Pressman & Aaron Wildavsky (1973)

Conducted initial implementation research, highlighting that successful policy design does not guarantee effective execution.
Separation of policy design from implementation is seen as a significant flaw.
Emphasizes that practical details matter, criticizing the probability of decision calculations.
Their work contributed to the emergence of new public management critiques.

John Rohr (1989)

Advocates for the commitment of bureaucrats to the Constitution as a guiding principle.

Martin Grodzins (1966)

Describes American federalism as a "marble cake," characterized by overlapping governmental functions.
States that many Americans pay taxes to multiple government bodies, indicating complexity in function distribution.
Suggests that this system is not inherently flawed and acknowledges its operational efficiency.

Martin Landau (1969)

Argues that government overlap and duplication are beneficial for preventing failures.
Contends that inefficiencies are preferable to compromising public service delivery.
Calls for training in constitutional ethics for government workers.

Samuel Krislov (1974)

Introduced the concept of representative bureaucracy, emphasizing the need for government entities to reflect the populace for legitimacy.
Advocates for passive representation in bureaucracy to promote social equity.

Theodore Lowi (1979)

Critiques interest group liberalism, arguing it divides public authority among private interests, undermining government efficacy.
Concerned that this dynamic dilutes governmental focus on public good.

Warren Bennis (1967)

Projects the failure of bureaucracy in addressing five critical challenges: integration, social influence, collaboration, adaptation, and revitalization.
Predicts changes leading to increased integration of business practices in government and shifting work values.

Yehezkel Dror (1967)

Warns against solely applying economic approaches in public policy decisions, advocating for multidisciplinary policy analysis.
Emphasizes the need to include political contexts in decision-making.

Camilla Stivers (1990)

Proposes a feminist perspective on public administration, highlighting areas for integrating feminist thought.
Advocates for organizational changes to make environments more inclusive and cooperative.

Carol Lewis (1992)

Discusses ethical challenges faced by public servants, exploring different ethical frameworks.
Highlights the struggle to choose between common sense, duty-based, or results-oriented ethical standards.

David Rosenbloom (1983)

Differentiates three approaches to public administration: managerial, political, and legal.
Each approach has distinct values and focuses, suggesting a need for flexibility and situational application.

Dennis Thompson (1985)

Argues the necessity of administrative ethics, rejecting neutrality and structure ethics as viable foundations.
Stresses the importance of moral judgment in administration.

Frederick Mosher (1982)

Examines the implications of collective bargaining in civil service, weighing democratic benefits against public responsiveness.

Graham Allison (1979)

Outlines fundamental differences between public and private management across multiple dimensions, such as goals and performance measurement.

John Kingdon (1984)

Discusses agenda-setting processes in policy-making, highlighting three interconnected streams: problems, policies, and politics.

Mark Moore (1995)

Highlights distinct characteristics of government, contrasting new public management perspectives with the importance of political elements.

Martha Derthick (1987)

Analyzes federalism in the 1980s, noting the resilience of states despite the national government’s overarching authority.

Michael Barzelay & Babak Armajani (1992)

Advocates for bureaucratic reform focused on results valued by citizens, linking to new public management initiatives.

Michael Lipsky (1980)

Introduces the concept of street-level bureaucracy, emphasizing the significant impact these bureaucrats have on public interactions and service delivery.

Naomi Caiden (1981)

Explores the challenges of budgeting in an uncertain environment, advocating for longer-term planning and performance measurement.

Ronald Moe (1987)

Recognizes the momentum towards privatization while cautioning against overlooking public sector characteristics and potential negative outcomes.

Roosevelt Thomas Jr. (1990)

Advocates for reforming affirmative action to emphasize diversity in the workplace versus merely providing pathways for minorities and women.

Steven Ott (1989)

Calls for qualitative research to deepen understanding of organizational culture and behavior in public administration.

The National Performance Review (1993)

Promotes principles of new public management aimed at efficiency, reducing red tape, and focusing on results and customer satisfaction.### New Public Management (NPM)
NPM viewed as a remedy for large, inefficient government.
Evolved as a concept of neo-Taylorism, emphasizing efficiency and effectiveness in public management.

Deborah Stone (2002)

Authored Policy Paradox: The Art of Political Decision Making, examining rationality in public policy.
Introduced the rationality project with three pillars:
- Model of reasoning
- Model of society
- Model of policy making
Analyzes paradoxes in decision-making, such as Republicans voting without the majority.
Explores rational explanations for political actions, reinforcing the complexity of policy decisions.

Guy Adams and Danny Balfour (2004)

Co-authored Unmasking Administrative Evil: Searching for a Basis for Public Ethics.
Proposed two conceptual models of public ethics:
- Liberalism of fear emphasizing monitoring and assumption of negative human behavior.
- Deliberative democracy, advocating for ethical behavior through engagement and efforts.

Irene Rubin (2002)

Wrote Perennial Budget Reform Proposals: Budget Staff versus Elected Officials, critiquing the intersection of politics and budgeting processes.
Identified "perennial budgets"—recurrent budget reforms plagued by fundamental flaws.
Cited three primary sources of perennial budgets:
- Similarities in state experiences influencing inappropriate reforms.
- Ideological rigidity that resists compromise.
- Pursuit of short-term partisan advantages overriding budgetary rules.
Suggested solutions to increase the cost of undermining core democratic budget processes.

Joseph Nye (2002)

Authored Information Technology and Democratic Governance, positing technology as a transformative force in governance.
Discussed uncertain consequences: potential centralization versus diffusion of power.
Highlighted three trends signalling a shift away from centralized governance:
- Globalization expanding interconnectedness.
- Marketization redistributing power from the government to market entities.
- Information revolution lowering communication costs, facilitating governance across distances.

Robert Agranoff (2006)

Authored Inside Collaborative Networks: Ten Lessons for Public Managers, focusing on practical network and collaborative governance.
Developed ten management lessons rooted in case study analyses to guide effective network management.

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