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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.


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

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
 

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
 
 
Resources

 
Costs

 
Strategies
Case 2.1 Closing Sydenham Hospital
 

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




Chapter 3: Intergovernmental and Interorganizational Relations
 

Introduction
 

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?
 

Contracting
 

Grants
 

Franchises
 

Partnerships
 

Voluntary Service
 

Divestiture: Selling Public Assets


Managerial Implications
 
 

Bargaining 

 
Cooperative Management

 
Grantsmanship

 
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
 

Introduction
 

The Ideal of Administrative Responsibility
 
 

Responsiveness
 

Fairness
 

Flexibility
 

Honesty
 

Accountability
 

Competence

External and Internal Controls
 
Judiciary
 

Ombudsman
 

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




PART II: PROGRAM MANAGEMENT



Chapter 5: Planning
 

Introduction
 

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

 
Overplanning
 

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
 

Introduction
 

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
 

Introduction
 

Five Types of Organizations
 
 

Leader/Follower Organization
 

Network
 

Pyramidal Organization
 

The Pathology of the Pyramid
 

Matrix
 
 

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
 

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 10: 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 11: 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 12: 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 13: The Information 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