POLI 330 Midterm Prep PDF

**POLI 330 MIDTERM PREP** **1. Assumptions of Classical and Neo-Classical Organizations:**\ Classical organizations assume that organizations operate as mechanical systems, focusing on structure, efficiency, and hierarchy, where workers are motivated mainly by economic rewards. Neo-classical organi...

**POLI 330 MIDTERM PREP** **1. Assumptions of Classical and Neo-Classical Organizations:**\ Classical organizations assume that organizations operate as mechanical systems, focusing on structure, efficiency, and hierarchy, where workers are motivated mainly by economic rewards. Neo-classical organizations introduce human relations, considering social and psychological factors, suggesting that human needs, communication, and informal networks are crucial for productivity. **2. Weber's Three Forms of Legitimacy:**\ Max Weber proposed three types of authority or legitimacy: - Traditional Legitimacy: Based on customs and longstanding practices. - Charismatic Legitimacy: Derived from the personal appeal and extraordinary leadership of an individual. - Legal-Rational Legitimacy: Based on established laws and procedures. **3. Span of Control:**\ Refers to the number of subordinates directly managed by a superior. A narrow span means fewer subordinates per manager, while a wide span means more subordinates per manager. **4. Property Right:**\ Legal rights to possess, use, and transfer ownership of a property. It includes tangible assets like land or buildings and intangible assets like intellectual property. **5. Gulick's Characteristics of Workers (Page 42):\ **Workers are characterized as: \- Purpose is the major purpose they serve. \- Process the process they use. \- Persons the persons or things they deal with or serve. \- Place the place they render their services. **6. POSDCORB:**\ A framework for understanding administrative functions introduced by Luther Gulick: - Planning - Organizing - Staffing - Directing - Coordinating - Reporting - Budgeting **7. Assumption of Humanistic Organization Theory:**\ This theory assumes that people are motivated by a variety of needs beyond financial incentives, such as social interaction, self-actualization, and recognition. The theory focuses on human relations, participation, and job satisfaction. **8. Factors Influencing Organizational Structure in Canada:\ **Factors include the size of the organization, technology, environment (political, economic, social), regulations, and the national context of federalism. **9. Abraham Maslow's Hierarchy of Needs:**\ A psychological theory that organizes human needs into five levels: - Physiological needs (basic survival) - Safety needs (security) - Social needs (belonging and love) - Esteem needs (self-respect and recognition) - Self-actualization (personal growth) **10. Assumptions of Theory X and Theory Y:** - Theory X: Assumes people are inherently lazy, dislike work, and need to be controlled or threatened to perform. - Theory Y: Assumes people are self-motivated, seek responsibility, and can find satisfaction in their work. **11. Total Quality Management (TQM):**\ A style of participative management popularized in the 1980s and early 1990s. It requires changing an organization's culture to focus on establishing and maintaining high standards of quality, especially with respect to meeting customer expectations. (p. 62) **12. Managerialism:**\ A theoretical perspective on organization that emphasizes setting clear organizational goals and giving employees the flexibility and autonomy to pursue these goals. (p. 74) **13. Elements of New Public Management (NPM):** - Decentralization of authority - Performance measurement - Customer-oriented services - Competition in service delivery - Emphasis on efficiency, results, and accountability **14. Characteristics of Governance:** - Relies on a broader set of policy instruments. - Boundary between the public, private, and nonprofit sectors blurred. - Multiple levels of government and mutual power dependence. - A more holistic approach to governing. - A reliance on autonomous networks as much as hierarchical organizations. - A more flexible regulatory system. - The intent of governance is to have more flexible regulatory. **15. Federalism:**\ A political system in which the powers of the state are formally divided between central and regional governments by a written constitution but in which these governments are linked in a mutually interdependent political relationship. (p. 216) **16. Contingency Theory:**\ Contingency theory, an example of the "modern" structural organization theories, was first developed in a systematic fashion in the 1960s. Its basic premise is "there is no one best way to organize," but "any way of organizing is not equally effective. **17. Central Agencies:**\ The major central agencies, save for the Prime Minister Office (PMO), are administrative agencies in the sense that their members are non-partisan public servants. At the same time, they are different from departments, Crown corporations, and other entities associated with administration. The difference begins to become clear when examining roles in the all-important budgetary process. Administrative agencies typically act to press for additional funding; central agencies largely act to guard against expenditure increases. **18. Departments:**\ Departments represent another key player in the relations within the executive branch, and within these entities the minister and deputy minister stand out. The doctrine of individual ministerial responsibility and legislative enactments give the minister say formal authority over all aspects of departments, but the reality is much different; government actors outside the minister's department carve away at ministerial authority. **19. Privy Council:**\ Small organization that provides policy advice and administrative support to the PM. - Support for the cabinet and its committees. - Monitoring of federal-provincial relations. - Advice on machinery of government. **20. Prime Ministers' Office (PMO):**\ The office that directly supports the Prime Minister in Canada, providing political, administrative, and communications advice. **21. Crown Corporation/Public Enterprise:**\ Government-owned companies that operate with more autonomy than regular government departments, such as Canada Post or the CBC. **22. Characteristics of Managerialism:** - Policy management and implementation rather than policy development and design in public administration; - Efficiency, effectiveness, and quality, as against process and equity in the management of public resources; - The use of private sector management practices in the public sector - Diffusion of responsibility and devolving authority, with the establishment of corresponding management responsibility and public accountability structures; - Shifts in the public accountability focus from inputs and processes to outputs and outcomes; and - Creating, wherever possible, a competitive public administration, especially for those public agencies responsible for delivering government services **23. Focus of the NPM:** - greater focus on results and increased value for money and on a client-and service-orientation; - strengthened capacity for developing strategy and policy; - the introduction of competition and other market elements; - changed relationships with other levels of government; - explicit standards and measures of performance; - stress on private-sector style management practices; and - a greater discipline and parsimony in resource use (Hood 1991). - Autonomy and managerial flexibility. - Emphasis on results. - Client-centred delivery of services. - Openness to competition - Shared values - Focus on managing - Cutting costs **24. Governance:**\ The process and institutions through which decisions are made, authority is exercised, and power is distributed in society. **25. Public Governance:**\ The mechanisms, processes, and institutions through which the public sector delivers services, ensures accountability, and interacts with citizens. **26. Forms of Public Governance:** [Socio-Political Governance ] Concerned with the overarching institutional relationships within society. \- [Public Policy Governance] Concerned with how policy elites and networks interact to create and govern the piblic policy process. \- [Administrative Governance] Concerned with the effective application of public administration and its repositioning to encompass the complexities of the contemporary state. \- [Contract Governance] Concerned with the inner workings of the new public management, particularly the governance of contractual relationships in the delivery of public services. \- [Network Governance ] Concerned with how self-organizing inter-organizational network function both with and without government to provide public services **27. New Public Governance (NPG):**\ "The New Public Governance", as the new paradigm of public administration science, emphasized organise, attached great importance to the links between internal and external organizations, and paid attention to organizational governance. The New Public Governance is an administration mode that pluralistic governance body, which included the government, the private sector, non-profit organizations and a series of social groups, consulted and negotiated to adapt to the changing social affairs. **28. Characteristics of New Public Governance:** - It emphasizes the dispersion of power. - It stresses the coordination of the government - It forms a complex network. - Governance network is based on the resource exchange. - Governance network relies on trust and stability of the contract. - Stresses value the role of social public organizations **29. Digital Governance:**\ The use of digital technologies to improve government services, transparency, and citizen participation. **30. Administrative Management Theory:**\ A classical management theory focused on improving the structure and administration of organizations for efficiency, introduced by Henri Fayol. **31. Gulick and Organization Coordination (Four Steps):** - Span of Control - Unity of Command - Homogeneity - Line Staff **Organization Coordination**: - Identifying a Basic Task: Determining the essential functions or goals the organization needs to fulfill. - Appointing a Director: Assigning someone responsible for overseeing the execution of these tasks. - Assigning Resources: Allocating necessary resources, such as people, tools, and funding, to support the tasks. - Establishing Resource: Developing clear procedures and guidelines to ensure tasks are completed efficiently. **32. Satisficing: Limits to Decision Making:\ **Rationality in administration setting is actually bounded rationality. It is bounded in three ways Rationality requires knowledge and anticipation of the consequences that will follow on each choice. In fact, knowledge of consequences is always fragmentary Since these consequences lie in the future, imagination must supply the lack of experienced feeling in attaching value to them. But values can only be imperfectly anticipated Rationality requires a choice among all possible alternative behaviours. In actual behaviour, only a very few of all these possible alternatives come to mind. **33. Cabinet Memorandum:**\ A formal document presented to the cabinet in parliamentary systems, proposing a course of action or informing members about an issue. **34. Regulatory Agency:**\ A government body responsible for overseeing and enforcing regulations in specific areas, such as environmental protection or financial markets. **35. Economic and Social Regulations:** - Economic Regulations: Focus on market control, prices, competition, and monopoly practices. - Social Regulations: Focus on issues like health, safety, and environmental standards. **36. Four Broad Areas of Social Regulations:** - Health and safety regulations - Environmental protection - Employment and labor standards - Consumer protection **37. Types of Direct Economic Regulation:** - Price controls - Market entry restrictions - Production quotas - Quality standards **38. Four Areas Boards of Directors Exercise Their Judgement:** - Strategic direction - Risk management - Financial oversight - Corporate governance **39. Corporate Governance:**\ The framework through which corporations are directed and controlled, including responsibilities of shareholders, boards, and managers. **40. Growth of the Public Sector in Canada:**\ Refers to the expansion of government responsibilities, spending, and services over time, influenced by factors like population growth, economic demands, and social expectations. **41. What Public Administrators Need to Understand:**\ Public administrators should understand policy development, organizational management, regulatory compliance, stakeholder engagement, and the political environment. **42. Systems Theory:**\ Part of the organization and environment school, began to dominate organizational theory in mid-to-late 1960s. **43. Entrepreneurial Government:**\ A prescription for administrative reform outlined by David Osborne and Ted Gaebler comprising ten key principles that would enable governments to reinvent themselves by becoming more flexible, adaptable, and innovative. Closely associated with the shift towards NPM, particularly in the North American context **44. Gulick's Idea of Daily Operations of Government:**\ Luther Gulick focused on the importance of administrative tasks in day-to-day government operations, emphasizing coordination, efficiency, and specialization in service delivery. **45. Organization** An organization is a collection of interacting and interdependent individuals who work toward common goals and whose relationships are determined according to a certain structure. **46. Complex Organization** Complex organisations are the primary instruments through which modern societies achieve their social, political, and economic objectives. Examples, corporations, government agencies, hospitals, non-profits, and most voluntary associations. A complex organisation is an organisation so large and structurally differentiated that it cannot be managed effectively by a single individual.