Political Science at Huntingdon College
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Grover Starling, Managing the Public Sector

Entire text, Workbook: fill in spaces with your notes

By Dr. Jeremy Lewis.  Revised 1 Nov. 2005.


Chapters:  | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 10 | 11 | 12 | 13 | Appendix

Chapter 1: What is Public Administration?
 

Introduction
 

Who Public Administrators Are
 

A Day in the Life of Tomorrow's Public Administrator: A Profile

Running a NonProfit Organization: A Profile
 

The Anatomy of America's Public and Nonprofit Sectors

What Public Administrators Do
 
 
Interpersonal Roles

 
Informational Roles

 
Decisional Roles
What Public Administrators Need to Know
 
The Setting
 

The Process

[Political Management
 

Program Management
 

Resources Management]

New Concerns
 
Linking Function
 

Global Environment of Public Administration
 

Unintended Consequences
 
 
 

Why Public Administration At All?
 
Externalities and Public Goods
 

Government failures?
 

How Public and Private Management Differ
 
 
Different Structures
Different Incentives

 
Different Settings

 
Different Purposes


Case 1.1: FBI
 

Case 1.2 Transportation Chief
 



PART 1: POLITICAL MANAGEMENT



Chapter 2: The Politics of Administration
 

Introduction
 

On the Folly of Separating Politics from Administration
 

The Case of A. J. Cervantes
 

The Case of Jimmy Carter
 

Politics and Administration: A Historical Perspective
 

Administration in the Field of Policy Determination
 

Formulation of Policy
 

Implementation of Policy
 

Administration in Force Field of Politics
 

The Legislative Connection
 

The Political Appointee Connection
 

The Client Connection
 

The Cognate Agency Connection
 

The Media and Other Forces
 

Political Competency
 

Resources
 

Costs
 

Strategies
 




Chapter 3: Interorganizational Relations
 

Introduction
 

Intergovernmental Relations (IGR)
 

Federalism and IGR Compared
 

The Evolution of the Intergovernmental System
 

Recent Trends
 

Outlook
 

Managerial Implications of IGR
 

Bargaining 
 

Cooperative Management
 

Grantsmanship
 

Other Tools
 

Relations Between Public and Private Organizations
 

Contracting
 

Grants
 

Franchises
 

Partnerships
 

Beyond Interorganizational Relations: The Concept of Privatization
 

Voucher
 

Voluntary Service
 

New Skill Requirements
 




Chapter 4: Administrative Responsibility and Ethics
 

Introduction
 

The Ideal of Administrative Responsibility
 

Responsiveness
 

Flexibility
 

Fairness
 

Accountability
 

Honesty
 

Competence
 

Countervailing Forces
 

Greed
 

Arrogance
 

Cowardice
 

External and Internal Controls
 

Agency Head
 

Judiciary
 

Citizen Participation
 

Professional Codes
 

Representative Bureaucracy
 

Public Interest
 

Ethical Analysis
 




PART II: PROGRAM MANAGEMENT



Chapter 5: Planning
 

Introduction
 

Toward a Definition of Planning
 

The Rational Planning Model
 

Premises
 

Policy Planning
 

Medium-Range Planning
 

Implementation
 

Evaluation
 

Reconciling the Rational Model with Political Realities
 

Strengths and Weaknesses of the Rational Model
 

A New Synthesis: Logical Incrementalism
 

Forecasting--A Critical Planning Ingredient
 

What is a Forecast?
 

Expert Forecasting
 

Trend Extrapolation
 

Leading Indicators
 

Impact Assessment
 

Variations on a Theme: The Many Types of Planning
 




Chapter 6: Decision Making
 

Introduction
 

Identifying the Problem (or Opportunity)
 

Gathering Facts
 

Framing a Decision
 

Consulting People
 

Making the Decision: Five Analytical Techniques
 

Cost-Benefit Analysis (CBA)
 

Multiobjective Models
 

Decision Analysis
 

Systems Analysis
 

Operations Research (OR)
 

The Perry Mason Syndrome, or Why You Need to Understand
 

Analytical Techniques Even if You Do Not Use Them
 

Putting the Analytical Approach in Perspective
 

Decision Making in Groups
 

Biases in Human Decision Making
 

Alternative Approaches to Thinking
 

Limitations to Analytical Approach
 




Chapter 7: Organizing
 

Introduction
 

Four Types of Organizations
 

Leader/Follower Organization
 

Consortium
 

Pyramidal Organization
 

The Pathology of the Pyramid
 

Adhocracy
 

The Process of Organizational Design
 

Limitations to the Organization Chart
 

Three Critical Steps
 

Design Criteria
 

The Politics of Reorganization
 

Rationale
 

Realities
 

The Missing Links in Organization Design -- Managerial Style, Organizational Culture, and Individual Characteristics
 




Chapter 8: Leadership in Organizations
 

Introduction
 

Leadership
 

Can Leadership Traits Be Identified?
 

Using the Contingency Approach
 

Motivation in Organizations
 

Hawthorne Studies
 

Maslow's Hierarchy of Needs
 

Douglas McGregor: Theory X and Theory Y
 

Chris Argyris: Personality and Organization
 

Frederick Herzberg: Satisfiers and Dissatisfiers
 

Summing Up
 

Communicating in Organizations
 

What Communication Is--and Is Not
 

Open Communication and Organizational Innovation
 

Managing Organizational Groups
 

Stages of Group Development
 

Functional Groups
 

Task Forces
 

Meetings
 

The Enduring Importance of Leaders and Leadership
 




Chapter 9: Implementation
 

Introduction
 

A. Implementation
 

Understanding the Process
 

Perspective 1: Complexity of Joint Action
 

Perspective 2: A System of Games
 

Toward More Effective Implementation
 

Early Planning
 

Scheduling Models
 

Expediters, Incentives, and Participation
 

Case Management Systems
 

Management by Objective (MBO)
 




Chapter Discontinued: Evaluation
 

Introduction
 

Why Evaluation?
 

Types of Evaluation
 

Evaluation for Policymakers
 

Evaluation for Program Managers
 

How to Evaluate
 

Find Goals
 

Translate Goals into Measurable Indicators
 

Collect Data
 

Compare Data
 

The Ordeal of Termination
 




Part III: Resources Management



Chapter 10: Human Resources Management
 

Introduction
 

The Structure of Public Personnel
 

Political Appointees
 

General Civil Service
 

Career Systems
 

Collective System
 

Basic Functions of a Public Personnel System
 

Staffing
 

Classification and Compensation
 

Training and Management Development
 

Advancement 
 

Discipline and Grievances
 

Organizational Culture
 

The U.S. Forest Service
 

The U.S. Marine Corps
 

The Legal Environment's Top Ten List
 

1. Civil Service Reform Act of 1979
 

2. Civil Rights Act of 1964
 

3. The Hatch Act
 

4. Garcia v. San Antonio
 

5. Americans with Disabilities Act of 1989
 

6. Intergovernmental Personnel Act of 1970
 

7. O'Connor v. Ortega
 

8. Age Discrimination Act of 1975
 

9. Equal Pay Act of 1963
 

10. Elrod v. Burns (1976)
 




Chapter 11: Financial Management (Budgeting)
 

Introduction
 

The Federal Budget Cycle
 

Formulation
 

Legislative Review
 

Budget Execution
 

Audit
 

State and Local Budget Process
 

Formulation
 

Legislative Review
 

Budget Execution
 

Audit
 

The "T" Word
 

Tax Structures
 

Sources of Revenue
 

Thinking Ahead
 

The Quest for Budget Reform
 

The Outlook for Deficits
 




Chapter 12: Information Management (Revolution)
 

Introduction
 

Information Technologies
 

Information Systems: The Fundamentals
 

Computerized Information Systems
 

Telecommunications
 

The Effect of Information on the Conduct of Work and the Structure of Organizations
 

Costs and Benefits
 

Decision Making
 

Organization Structure
 

Strategic Management in the Information Revolution
 

Information Acquisition
 

Creating Information
 

Information Dissemination
 

Concluding Observations
 




Appendix: Career Management
 

Managing Short-Term Time
 

Categorizing Time Usage
 

Handling Correspondence and Meetings
 

Delegation
 

The Habit of Work
 

Managing Long-Term Conditions That Waste Time
 

What is Stress?
 

Methods for Coping with Stress
 

Transcending Time and Moving Up the Career Ladder

Avoiding Obsolescence
 

Developing an Executive Attitude 
 
 



 

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