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Grover Starling, Managing the Public Sector, 6th Edition. (Harcourt Brace, 2002.)

Workbook: fill in spaces with your notes.

By Dr. Jeremy Lewis
Revised 12 Sep 2003; chaps 1-7 updated for new edition.

 | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 10 | 11 | 12 | 13 | Appendix |
Grover Starling, Managing the Public Sector.

Chapter 1: What is Public Administration?


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


Chapter 2: The Politics of Administration


On the Folly of Separating Politics from Administration

A Tale of two Cities

A Tale of Three Presidents

The Politics and Administration Debate in Historical Perspective

The Anatomy of a Political Strategy

The Interaction of Political and Management Strategies: Theoretical Considerations

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 Connection

The Activist Connection

The People

Political Competency


Case 2.1 Closing Sydenham Hospital

Case 2.2: Cleaning the Air at West Carolina Environmental Protection Agency

Chapter 3: Intergovernmental and Interorganizational Relations


Intergovernmental Relations (IGR)

Federalism and IGR Compared

The Evolution of the Intergovernmental System

Cities in the Federal System
Interorganizational Relations: a Typology
What is Privatization?





Voluntary Service

Divestiture: Selling Public Assets

Managerial Implications


Cooperative Management


Principle Agent theory

Other Tools

Toward Seamless Government

Case 3.1 Alden v Maine (1999)

Case 3.2: The ALERT project

Chapter 4: Administrative Responsibility and Ethics


The Ideal of Administrative Responsibility







External and Internal Controls


Agency Head

Whistleblower Statutes

Citizen Participation

Professional Codes

Representative Bureaucracy

Public Interest

Ethical Analysis

Case 4.1: Doing the Right Thing

Case 4.2 Blind Ambition


Chapter 5: Planning


Overview of Goals and Plans

Some Useful Definitions

Where do Goals Come From?

Planning Types and Models

The Rational Planning Model

Strengths and Weaknesses of the Rational Model

Logical Incrementalism

Vision Plans

Urban and Regional Planning

Contingency Plans

Forecasting as a Planning Aid
Expert Forecasting

Trend Extrapolation

Leading Indicators

Barriers to Public Sector Planning
Expecting Continuance of the Status Quo

Trying to Do too Much

Getting Emotionally involved


Underestimating the Importance of Organizational Structure

Discounting Leadership

The Strategic Planning Process
What Strategic Planning Is

Step 1: Defining Mission & Outcomes

Step 2: Aligning Activities, Processes and Resources

Step 3: Implementation

Step 4: Performance Assessment

Case 5.1: Into Thin Air: Himalayan Expedition

Case 5.2: Three Cases about Strategic Management

Chapter 6: Decision Making


Identifying the Problem (or Opportunity)

Gathering Facts

Framing a Decision

Consulting People

Making the Decision: Six Analytical Techniques
Cost-Benefit Analysis (CBA)

Multiobjective Models

Decision Analysis

Systems Analysis

Operations Research (OR)

Nominal Group Technique

Decision Making in the Real World
The Perry Mason Syndrome, or Why You Need to Understand Analytical Techniques Even if You Do Not Use Them

Biases in Human Decision Making

Alternative Approaches to Thinking
Limitations to Analytical Approach
Case 6.1: Denver's New Airport

Case 6.2: Wild Horses

Chapter 7: Organizing


Five Types of Organizations

Leader/Follower Organization


Pyramidal Organization

The Pathology of the Pyramid


Team Approach

The Process of Organizational Design

Limitations to the Organization Chart

Four Critical Steps

Design Criteria

Reorganizing and Reinventing Government

The Politics of Reorganization
Reinventing Government
Video Case 7.1: Apollo 13

Case 7.2: Organizing the West Wing of the White House

Chapter 8: Leadership in Organizations



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


The Enduring Importance of Leaders and Leadership

Chapter 9: Implementation


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 10: Evaluation


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 11: Human Resources Management


The Structure of Public Personnel

Political Appointees

General Civil Service

Career Systems

Collective System

Basic Functions of a Public Personnel System


Classification and Compensation

Training and Management Development


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 12: Budgeting


The Federal Budget Cycle


Legislative Review

Budget Execution


State and Local Budget Process


Legislative Review

Budget Execution


The "T" Word

Tax Structures

Sources of Revenue

Thinking Ahead

The Quest for Budget Reform

The Outlook for Deficits

Chapter 13: The Information Revolution


Information Technologies

Information Systems: The Fundamentals

Computerized Information Systems


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


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