PPL 372 - Final Study Guide

Manipulation, therapy, informing, consultation, placation, partnership, delegated power, citizen control

Ladder of participation order (Arnstein 1996)

Trait theory

Leaders are born with innate characteristics (e.g. height, intelligence, self-confidence, sociability, integrity, diligence)

Organizing

Leaders determine who will do that, arrange activities, and assign authority and responsibility

CTO (Chief Technology Officer)

More concerned with technology solutions

1960s

When did social equity become a feature of public administration

synthesizing

intended to create an environment and to enhance the conditions for favorable, productive interactions

Economic efficiency, environmental integrity, and social equity

social equity sustainable development

Contingency Theory

suggests fitting leadership style to a particular situation; i.e., the PLC scale

mobilizing

used to develop support for network processes from network participants and external stakeholders

race, gender, class

what was the initial focus of social equity

output

workload indicators; reflect the amount of work done or the number of services provided by government organization or program

Program Evaluation

-In the 1950s and 1960s -Identifying a program's stakeholders is important -"Individuals or groups that have an interest in how a program is performing" -Policeymakers, Program sponsors, Evaluation sponsors, Program managers and practitioners, and others

Ansell and Gash's (2007) the model of collaborative governance

-starting conditions -facilitative leadership -collaborative process

Collaboration

A governing arrangement where one or more public agencies directly engage non- state stakeholders in a collective decision-making process that is formal, consensus-oriented, and deliberative and that aims to make or implement public policy or manage public programs or assets.

Total Quality Management (TQM) by Edward Deming

An enterprise lifestyle that emphasizes customer satisfaction, excellent service and rapid adjustment to address ever-changing customer needs 14 Key elements

face-to-face dialogue, trust building, commitment to the process, shared understanding, intermediate outcomes

Ansell and Gash's (2007) the model of collaborative governance collaborative processes

Punishment power

Coercive power or the ability to deliver a painful or punishing outcome to another

Dye's Competitive Federalism

Competition among units of government. Individuals are capable of "voting with their feet." Meaning that individuals have the freedom to live where specific services are provided or where a certain degree of service quality is provided.

Balanced Scorecards

Developed by Norton and Kaplan in 1992; first used in the private sector; goes beyond measures that are "chiefly financial" and includes other aspects of performance Accounts for financial management, customer focus, internal business processes, and learning and growth

Privacy, social sorting, preemption

Ethical issues relating to Big Data Surveillance (Lyon, 2014)

-Country Club Manager -Team Manager -Impoverished Manager -Authoritarian Manager

Four types of leaders by Blake and Mouton (1964)

Style theory

Framed in terms of the behavioral styles of leaders; "Leadership Grid"

Co-ordinating

Leaders integrate a schedule of activities so that the plans will be carried out on time

Path-goal Theory

Leaders must address the motivational needs of their employees

Implementing

Leaders should accomplish and fulfill the purposes or ends. of the work plan

Directing

Leaders should assign tasks, order, and instruct subordinates what to do in order to achieve objectives

Planning

Leaders should determine what is to be done to accomplish a specific purpose, objective, or mission of the department

Skills theory

Leadership comes from developmental human capital; individual's skills and abilities determine the extent to which he or she will fit leadership roles.

Reinventing Government Movement (Osborne & Gaebler, 1992)

Nation Performance Review (1993) under Vice President Gore and President's Management Agenda (PMA) by Bush Administration

events as agents of Neo-liberalism, events as spectacles, events as forms of social control

Negative effects of major events in achieving social sustainability

Transformational Leadership Theory

New leadership theory; beyond reciprocal transitions of contingent rewards or sanctions

-Governance : regionalism and shared services -Broadband development mobility and applications -Social networking (Web 2.0) beyond e-government -The public interface and online services

New trends in technology facing public managers

CIO (Chief Information Officer)

Responsible for the entire enterprise

Expert power (Information)

The ability to understand, use, and deliver information to others

Situational Leadership

The leader must adapt his or her leadership approaches to the situations; Blanchard & Hersey's "situational leadership model" (directive behavior & supportive behavior)

Administrative Leadership

The process of providing the results required by authorized processes in an efficient, effective, and legal manner. Includes developing/supporting follows who provide the results, and the process of aligning the organization with its environment.

Controlling

They also check the progress of work against plans or standards to determine if the activities are underway and progressing satisfactorily

-Dye's competitive federalism -Public vs. private competition -public vs. public competition

Three approaches to competitive government

-Needs Assessments -Assessments of Program Theory -Assessment of Program Process -Program Impact Assessment (experiments) -Program efficiency assessment

Types of Program Evaluations

activation, framing, mobilizing, synthesizing

Types of network leadership behavior (McGuire & Silvia, 2009)

-Planning -Organizing -Directing -Co-ordinating -Controlling -Implementing

What are the functions of organizational leaders ?

-Relationship between leaders and followers -Context surrounding the relationship -Creating a variety of outcomes

What are the key themes of leadership?

-Trait theory -Skills theory -Style theory -Situational Leadership -Contingency Theory -Path-goal Theory -Transformational Leadership Theory -Administrative Leadership

What are the leadership theories?

-Legitimate power -Reward power -Punishment power -Expert power -Referent power

What are the types of power?

-layer cake model -marble cake model -picket fence model

What models are used for the ideas of federalism?

Team Manager

a leader who builds a highly productive team of committed people. (team work, participation in problem solving and goal setting)

Impoverished Manager

a leader who exerts just enough effort to get by (do bare minimum; go through motions)

Country Club Manager

a leader who has great concern for people and little concern for production, attempts to avoid conflict, and seeks to be well liked

Marble cake Model

assumes that there are few hard-and-fast lines of distinction as to what constitutes national, state, and local responsibilities; mixed responsibilities

New Public Management

based on managerialism and public choice economics

outcome

capture results (or quality) of the services provided

Picket fence model

close fiscal relationships among national, state, and local governments

Legitimate power (authority)

control or influence that is based on a person''s particular position, rights, and responsibilities in the organizational structure

block grants

designed to give states and local government more autonomy

managerialism

entrepreneurial approach to the public sector that emphasizes management methods of the private sector (professional management, explicit standard and measures of performance, managing by results, value for money, closeness to customers)

Layer cake model

envisions separate and distinct areas of authority between national, state, and local governments

categorial grants

funds that must be used for very specific purposes

public vs public competition

government units compete to provide services appropriate only to the public sector

framing

he behaviors used to arrange and integrate a network structure by facilitating agreement on participants' roles, operating rules, and network values

public choice economics

public administration based on microeconomics theories that view the citizens as a consumer of government goods and services

activation

refers to the set of behaviors employed for identifying and incorporating the persons and resources needed to achieve program goals

efficiency

reflect the extent to which an organization or program is performing in relation to service delivery costs

input

reflect the quality of resources appropriated to an organization, service, or program

public vs private competition

services are contracted; "Contract in" to government rather than "contract out" to private or nonprofit organizations.

Reward power

the ability to meet the needs of another, or control him or her by giving rewards for behavior

Referent power

the leader's ability to persuade others to follow based on attraction or charisma

Leadership

the process of influence oriented toward setting and achieving certain goals

devolution

the process of transferring governmental authority from national governments to state and local governments

Authoritarian Manager

these managers expect people to do what they are told without asking questions. They do not foster collaboration (Production oriented, least human relation oriented)

categorial grant and block grants

two types of federal grants (grants-in-aid)