Core Concepts Of Pa Are The Development, Implantation And Study Of Governmental Branches

Within my organisation there are is a hierarchy of staff. With the organisation being a school the person to lead the school would the head teacher. Even though it is the head teacher that encourages all staff and students at the school, the board of governors would ensure that the school strive to achieve the goals and objectives that are set. The person next in authority would be the assistant head teacher. Even though the position of the assistant head teacher would be below in seniority it would be fair to say that these two positions would jointly make decisions within my organisation.

When we talk about someone being in a position of authority we usually mean that they hold a certain rank or status within society or within an organisation such as the public services. There are several ways in which a person could find himself or herself in a position of authority. For example, a priest has the authority of the church while a mother or father has parental authority over children. In the uniformed public services, positions of authority come with promotion. An officer may be promoted because of certain achievements and special attributes, such as experience in the service, good character, knowledge of the job, dedication, self-discipline and the respect of one’s colleagues. If you join the uniformed public services and are placed in a position of authority, you may lawfully command team members, who recognise your authority and their duty to obey those legitimate commands. When authority is legitimate, there is no need to influence or use power. Indeed, if a senior officer were unable to gain the respect of a team member by command alone, then there would be no recognisable authority.

Classifying the authority - Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority helps in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

“Chain of command, also referred to as a scalar principle, is an organization mechanism that establishes formal lines of communication within a police department” (Cordner, 2016, p.116). I am sure that we all have heard the term chain of command, but what does this exactly means. I am not a police officer, however, I am a security officers. One thing in this industry that I’ve learned is that if I have any concerns that needs to be addressed the my first contact will be the Sergeant. “The chain of command is establishes a direct path between every person in the department and the chief”(Cordner, 2016,p. 116). The Sergeant in my department is the first line supervisor to contact. In other cases the Chain of Command is useful for when there are some orders that are given that only a particular supervisor is needed, you will

The Government of Pennsylvania is the government structure of the state of Pennsylvania as established by the Pennsylvania Constitution. The Pennsylvania General Assembly is the state legislature of Pennsylvania. The legislature meets in the Capitol building in Harrisburg. The General Assembly is a bicameral legislature.

The bureaucratic era has been the traditional form of organization for more than a century, in simple terms described as hybridity, standardized operations and none flexibility inside the organization. The change to the post-bureaucratic is shown through personal influence, high trust relationships and the importance of the individuality of everyone (McKenna, Garcia-Lorenzo & Bridgeman, 2010). According to Kernaghan (2000) the characteristic of the bureaucratic era is “position power” and of the post bureaucratic “participate leadership”.

Chain of command can be defined as a line of authority that extends from the top level of the organization to its lowest level. Chain of demand clearly defines that who is accountable to whom and what tasks are to be performed by all the employees. In addition to that, it also clarifies that who should be contacted when any critical situation or problem occurs. Managers usually use the chain of command while assigning jobs to the employees as it helps the employees in understanding who should they report to and who should they contact in case of a problem. There are three basic components of the chain of command (Mahida). The components are listed below:

Chain of command Chain of command – This is the order in which authority and power in an organisation is given. Instructions flow downward along the chain of command and accountability flows upward. The more clear the chain of command is, the more effective the decision making process is which means greater efficiency. Delegation Delegation-

Understanding the pillars of public administration is a vital way for leaders to gain perspective when leading successfully. Among these six pillars of public administration, the leadership style addresses a connection with any civic organization.

Based on this right, the bureaucracy designed by Weber has clear division of labor; thoroughly indicated hierarchical relationship and pointed out impersonal relationship (Crozier, 1964). In the course of history, there have been various more perfect organizational systems, therefore, bureaucratic theory was questioned and criticized by many scholar. However, there are still certain organizations that use bureaucracy theory to design the corporate structure despite many critical views.

I feel sometimes if I am uneasy about a decision I make I could try to better this understanding by building on the organizations hierarchy so that I could quickly ascertain if a matter is within my remit and if not who I could refer it to.

Governmental policies and politics play a critical role in the realization of change in a public agency since the policies are developed and implemented at various levels (Dukeshire & Thurlow, 2002). Since these policies may range from formal regulations and legislation to informal guidelines in an agency, understanding them is important in the achievement of change in a public agency. A Public agency basically functions based on the established policies and politics in the government. Therefore, the accomplishment of the change in a public agency requires an increased understanding of the politics and policies of government.

These features of having third parties providing services and the government cutting out responsibilities, but maintaining inherently governmental functions have altered from the traditional conception of government administration. These differences include the government maintaining inherent, core functions. Today, the core functions are debated and have not been explicitly stated or maintained. Furthermore, traditional government administration contracting was based on a good ol’ boys’ system – who you know, more than professional and well-developed pre-soliciting and soliciting stages. However, the traditional administration when dealing with

Weber developed a theory of authority structures and describes organizational activity on the basis of authority relations. By building the structure, task responsibilities and decision-making authorities would be clearly defined. He proposed that rational-legal authority (the authority a person possesses be cause of his/her position in an organization, not because of wealth, social st atus or individual’s admirable character) provides the value to develop the u niversal authority structure called “bureaucracy”.