MPA comprehensive exam question with complete solution 2023

MPA comprehensive exam question with complete solution 2023Public administration (FDR) , 1935 Created for both industrial recovery and for unemployment relief. Headed by the Secretary of Interior Harold L. Ickes, it aimed at long-range recovery and spent $4 billion on thousands of projects that included public buildings, highways, and parkways. Path-goal theory of leadership Roots in the expectancy model of motivation. Path-goal is used because of it's emphasis on how a leader influences subordinates' perceptions of both work goals and personal goals and the links, or paths, found between these two sets of goals Taylorism The methods of labor management introduced by Frederick Winslow Taylor to streamline the processed of mass production in which each worker repeatedly performs one task Kotter model A useful way to think about the critical elements necessary to create successful change interventions including: increasing urgency, create a guiding coalition, get the vision right, communicate for buy-in, empower action, create short-term wins, consolidate gains and don't let up, and anchor change in your organization. Federalism a form of government in which power is divided between the federal, or national, government and the states Types of federalism (1) Dual Federalism (2) Cooperative Federalism Dual federalism Doctrine holding that the national government is supreme in its sphere, the states are supreme in theirs, and the two spheres should be kept separate Cooperative federalism A system of government in which powers and policy assignments are shared between states and the national government. They may also share costs, administration, and even blame for programs that work poorly. also known as marble cake federalism luther gulick POSDCORB is an acronym widely used in the field of Management and Public Administration that reflects the classic view of administrative management. Largely drawn from the work of French industrialist Henri Fayol, it first appeared in a 1937 staff paper by Luther Gulick and Lyndall Urwick written for the Brownlow Committee. The acronym stands for steps in the administrative process: Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting. | In his piece "Notes on the Theory of Organization", a memo prepared while he was a member of the Brownlow Committee, Luther Gulick asks rhetorically "What is the work of the chief executive? What does he do?" POSDCORB is the answer, "designed to call attention to the various functional elements of the work of a chief executive because 'administration' and 'management' have lost all specific content." In Gulick's own words, the elements of POSDCORB are as follows: Planning, that is working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise; Organizing, that is the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and co-ordinated for the defined objective; Staffing, that is the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work; Directing, that is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise; Co-Ordinating, that is the all important duty of interrelating the various parts of the work; Reporting, that is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research, and inspection; Budgeting, with all that goes with budgeting in the form of planning, accounting and control. |EXTRA| = Gulick's "Notes on the Theory of Organization" further defines the principles of POSDCORB by explaining that if an executive's workload becomes too overwhelming, some of the elements of POSDCORB can be organized as subdivisions of the executive, depending on the size and complexity of the enterprise. Under Organizing, Gulick emphasized the division and specialization of labor in a manner that will increase efficiency. Gulick notes that there are three limitations to division of labor. The first occurs when labor is divided to the point where any one task in the division of labor would require less than the full time of a worker, in which case a worker may need to be employed in other tasks to fill up their time. The second limitation to division of labor arises from technology and custom, where certain tasks may only be handled by certain workers either because of a lack of technological means or customs at the time. Gulick gives the example of a single worksite in which only plumbers do the plumbing work and electricians do the electrical work, though this may not take up their full work time. Work in these areas could be re-combined in a manner to increase efficiency, however union considerations could prevent this. The third limitation to division of labor is that it must not pass beyond physical division into organic division, or intricately related activities must not be separated from each other. Gulick gives the example that while it may seem more efficient to have the front end of a cow graing in pasture at all times and the back half being milked at all times, this would not work due to the intricate connection between the halves that is needed for the whole to function. Gulick notes that organization of specialized workers can be done in four ways which are: By the purpose the workers are serving, such as furnishing water, providing education, or controlling crime. Gulick lists these in his prganizational tables as vertical organizations. By the process the workers are using, such as engineering, doctoring, lawyering, or statistics. Gulick lists these in his organizational tables as horizontal organizations. By the clientelle or materiel or the persons or things being dealt with, such as immigrants, veterans, forests, mines, or parks in government; or such as a department store's furniture department, clothing department, hardware department, or shoe department in the private sector. By the place where the workers do their work. Gulick is careful to recognize that these modes of organization can often cross, forming a complex and interrelated organizational structure where organizations like schools will include workers and professionals not in the field of education such as doctors or nurses, janitors, secretaries, police departments might include non-police professionals, a shoe department including buyers as well as salespeople, etc. Under Coordination, Gulick notes that two methods can be used to achieve coordination of divided labor. The first is by organization, or placing workers under managers who coordinate their efforrs. The second is by dominance of an idea, where a clear idea of what needs to be done is developed in each worker, and each worker fits their work to the needs of the whole. Gulick notes that these two ideas are not mutually exclusive, and that most enterprises function best when both are utilized. Gulick notes that any manager will have a finite amount of time and energy, and discusses span of control under coordination. Drawing heavily from military organizational theory and the work of V. A. Graicunas, Sir Ian Hamilton, and Henri Fayol, Gulick notes that the number of subordinates that can be handled under any single manager will depend on factors such as organizational stability, the specialization of the subordinates and whether their manager comes from the same field or specialty, and space. Gulick stops short of giving a definite number of subordinates that any one manager can control, but authors such as Sir Ian Hamilton and Lyndall Urwick have settled on numbers between three and six. Span of control was later expanded upon and defended in depth by Lyndall Urwick in his 1956 piece The Manager's Span of Control. Also under coordination, as well as organization, Gulick emphasizes the theory of unity of command, that each worker should only have one direct superior so as to avoid confusion and inefficiency. Still another theory borrowed from military organizational theory, particularly Sir Ian Hamilton and Lyndall Urwick and brought to prominence in non-military management and public administration by Gulick and Urwick is the distinction between operational components of an organization, the do-ers, and coordinating, the coordinating components of an organization who do the knowing, thinking, and planning. In the military, this is divided between "line" and "staff" functions. Gulick gives the private-sector example of a holding company performing limited coordinating, planning, and finance functions, with subsidiary companies carrying out their work with extensive autonomy as it saw fit according to the parent company's overall direction. Taylor's Principles 1. Develop a science for each element of a man's work which replaces the old rule-of-thumb method. 2. Scientifically select and then train, teach, and develop the workman 3. Cooperate with the men to insure all work is done in accordance with the principles of the science 4. There is almost equal division of the work and the responsbility between management and workmen New Public Management Theory of reform of bureaucracies that argues for the privatizing of many government services so that they would be provided by the market, creating competition among agencies and subagencies within the bureaucracy to stimulate a market, focusing on customer satisfaction (via client surveys,...), and flattening administrative hierarchies to encourage more team-based activity and creativity Contingency theory of leadership The theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves. Transactional leadership leadership based on an exchange process, in which followers are rewarded for good performance and punished for poor performance three R's of public administration representation- to the public interest including state and outside constituents; responsiveness- to the needs of the people; responsibility- accountability to constituents 3 key administrative goals of PA- 3 E's efficiency- get the most out of the least; economy- least expensive option for best quality; effectiveness- get things done well Pendleton act It made compulsory campaign contributions from federal employees illegal, and established the Civil Service Commission to make appointments to federal jobs on the basis of examination rather than cronyism Transformational leadership A pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives Rational comprehensive model Calculation of costs, benefits and information to make the most rational decisions in order to achieve policy goal Garbage can model a theory that contends that decisions in organizations are random and unsystematic Mixed scanning model that uses both incrementalism and rational comprehensive approaches to problem solving incrementalism Policymaking characterized by a series of decisions, each instituting modest change. transformational change results in a major and comprehensive redirection of the organization managerial grid theory -managers concern for TASK & concern for RELATIONSHIPS w/ workers chief executive politics a policy process dominated by pr