Analysis Of Public Administrator Jim Arrives

In his book, Bureaucracy: What Government Agencies do and why they do it, James Q. Wilson’s main objective is to better define the behavior of governmental bureaucracy, believing traditional organizational and economic theory does not adequately explain their actions. Wilson believes that government agencies are doomed to be perceived as inefficient entities by the public. He gives examples of commonly held perceptions of bureaucracies and reveals how these are mostly misconceptions. He points to the environment of bureaucracy, where rules and procedures, dictate goals, along with context, constraints, values, and norms.

My Introductory to Public Administration class has taught me the range that can come with public administration. Public administrators are employed in all levels of government, across various fields including social welfare, financial administration, and human resources (Denhardt, 2014, p. 1). Despite the various type of public administration jobs that exist, the one thing all public administrators are required to do is to maintain a commitment to public service (Denhardt, 2014, p. 1). In order to better understand how public administrators are responsive to public interests, I was assigned the task of interviewing a professional in public administration. I chose to interview Jeanell Emond, program manager for Central Valley Prevention Program (CVPP) and Mental Health Systems (MHS), because of my future in social work and my interest in developing and managing programs that benefit the community. Through the interview I was able to gain valuable insight on the agency and Mrs. Emond’s role as a public administrator. More importantly, I was able to learn how interorganizational partnerships, financial management, ethics, and leadership and management skills in public administration can help develop stronger communities.

After reading this article, the author gave readers a bunch of ideas about the public policy field. The author illustrated the definition of public policy clearly, explained specifically the broad field of public policy, and absolutely brought out reliable theories. It is a very useful chapter for the novice of public policy or public administration. By all means, this article provides multidimensional fashions to analyze or determine the

This paper is a review of chapter’s one (1), two (2) and three (3) in Thomas A. Birklands (2016) fourth edition regarding policy process. The reading attempts to define and show what is meant by policy process, how government, politics and the public are intertwined, problems that are associated with the policy process and how we address the problems. Current day events as well as past history are applied to the practice of policy process which assists in defining the process and highlighting its connection and importance. Thomas A. Birklands refers to the Clinton administration, the Obama administration and the George W. Bush administration, the DARE Program, World War II, and the Vietnam War, in the chapters and leads us down a path discussing

In this assignment I am going to analyse how government policies are developed, covering all aspects of the policy making process.

After reading the case study Welcome to the new town manager, by Mary Jane Kuffner Hirt, I established three major problems the community of Opportunity needed to correct. These problems involved the water & sewer system, the balancing budget, & the pay-as-you-go method. The city manager, Jennifer Holbrook, must implement strategies that would correct these problems quickly.

A reoccurring conflict throughout this case assessment is the mayor’s ignorance to the policies that he is

In this article, Jennifer Mosley and Colleen Grogan, professors at The University of Chicago, concludes that the more public participation in administrative decision making in different urban areas is an important target in majority of public organizations. The author states that many public agencies develop different strategies on who should be able to participate in open decision making. The strategies determined how they will prevent different type of biases. Often leaders of the nonprofit organizations are asked to serve as representatives of the community in a variety of participatory processes. They came up with something called mixed-methods. Mixed-methods are used in order to address whether residents believe nonprofit

The 150 residents of Babcock Place are senior citizens who have gone to the city council to request that a crosswalk of Constitution Avenue. Constitution Avenue is a four lane thoroughfare that leads to the downtown district. The council asked the city planning department to send out an engineer to determine if there was truly a need for a crosswalk. The engineer determined that there was no need for a crosswalk, which upset the residents of Babcock Place along with the Neighborhood Association that supported the residents. The council members were left to determine what measures should be taken next, if any. This paper will look at how the residents of Babcock Place and the city planning department can have influence over the city council’s decision. Also, the paper will address how a public manager’s morals and values can have a direct influence over their decision making process.

At first, few, if any, of these fears and concerns will be discussed openly. Neither party wants to expose themselves to additional risk. They may be concerned that exposing their fears will cause the other party to view them as weak and vulnerable. Most fears center on the party’s potential for loss (Karrass, 1995). These include loss of control, loss of face, loss of resources, and loss of stability. Neither the City of Middlevale nor the citizens want to lose their positions or interests. Both must be prepared to communicate respect to each other’s views.

Strategies may include “leveraging key relationships with those in power” or weighting between taking “direct action or “negotiation among (for example) funders, local organizations, city officials, and resident groups (Chaskin, 1998, as cited in Weil, M. & Ohmer, M., 2013, p. 8). These relationships could be seen in light of what Hawkins, R. & Maurer, K. (2011) describe as social networks: “a set of socially linked or interconnected discrete individuals or groups …”; a by-product being “social capital” the currency for buying access to network resources (pp. 4 - 5).

Though business-like mechanisms can create a more efficient and potentially innovated government, government and business should be run differently, since they are inherently different in their conceptual values. Appleby explains some of these differences. He argues that no one can serve the public as it should be served unless he or she has a public-interest attitude with certain special characteristics. In addition, business has much narrower extent, while public officials are more broadly stimulated, with a breadth of view and a public-interest attitude. Government is complex as well as vastly interdependent with many other nonprofit and private organizations. Also, the government is subject to public scrutiny and public outcry. According to Denhardt and Denhardt, government acts, in concert with private and nonprofit groups and organizations, to seek solutions to the problems that communities face. In the process, the role of government is transformed from one of controlling to one of agenda setting, bringing the proper players to the table, facilitating, negotiating, or brokering solutions to public problems—often through coalitions of public, private, and nonprofit agencies. Finally, government is different from business

In this analysis we will review a case titled “The Dilemma at the Public Service Department.” We will be discussing different issues, amongst them are: opinions on the honesty, malfeasance, misfeasance, nonfeasance, accountability, competence, and why these particular responsibilities are identified. We will also discuss certain trade-offs made by the commissioner’s loyalty to the department as well as the governor, and public interest. We will also be discussing three barriers when it comes to deciding how the governor will be approached, along with the basic elements that are recommended in strategic management planning.

In pursuit of economic growth, local governments in American often encounter the institutional collective action dilemma due to fragmentation of authorities in governance systems and fierce competitions in the context of economic development. City governments have to cooperate with either their neighbor cities or other cities to encourage economic growth. This is because individual city government might be too smaller to reach economies of scale, so that companies might be reluctant to make the investment unless the size of operation could grow to a certain point. And also, some factors of production, such as water or electricity, might not be solely controlled by one city government; pollution problems caused in the process of manufacturing products might not be confronted by only one city government as well. In spite of potential benefits for collective actions, as many studies have indicated, coordination and defection cost would put intergovernmental collaboration at risk(Carr & Hawkins, 2013). Lack of central authority coordinate with local governments, conflicting goals is rarely to make them enter into mutual agreements. Even as they recognized accepted goals for joint actions, diverse means might be devised by each of them(Feiock, 2013). As city governments compete with each other to provide favorable development policies, their fiscal pressures build up and the probability of policy failure increases(Minkoff, 2013). Under this situation, individual actions taken by

The changing role of law and the need to relate with a transforming society and its citizens has led to a demand on decision making in political systems (Bijsterveld 2010). Due to the variance in the decision making of these systems, interest groups carry out their public affairs (PA) activities in a plethora of ways (Baumgartner 2007) as features such as type of political system, structure, accountability, dependency on interest groups, etcetera influence PA practices. This stems from the fact that issues that are significant in one political system might not be as significant in another (Lowery, Poppelaars and Berkhout