Paul H. Appleby

In Woodrow Wilson’s article “The Study of Administration”, Wilson arguments for a strong and effective public administration were based around two points. First, the fact that the governmental system had expanded greatly from when it first started and as a result had become more complex and had many more parts to it. Second, to split government between politics and administration, as there should not be politics in administration, instead let those who wish to be involved in politics concentrate on politics and those with expertise in the field administer the policies. The case study “The Blast in Centralia No.5: A Mine Disaster No One Stopped”, showed that a bureaucracy that is weak has the same affect on its constituents as no bureaucracy at all. As a result, after reading those two articles, I feel that there is a need for a strong and effective public administration system.

Public administration is just like any other administration that is for the public’s interest and its main purpose serves as a government policy. It is a course of action that is taken through government party into a policy. Public administration is the management of public programs. It is considered a public affair that works mainly with the executive branch and is part of governmental functions.

Sometimes even a person with the smallest of roles can make a significant impact when it comes to telling a story. In the novel A lesson before dying one of the deputies at the jail, Paul Bonin, played a tiny role in a much bigger story than just of himself. To understand his impact readers must first understand what life was like in their tiny pre-civil war community that was very much segregated in the southern state of Louisiana. Paul was first introduced as a young deputy with brown hair and gray-blue eyes (70). Out of the two deputies and one sheriff at the jail Paul seemed to be the most decent deputy as the older, heavier chief deputy was portrayed as an unlikable, rude person whom still held prejudice against black people close to his heart and beliefs, as did most of the town, including the sheriff.

Paul Fussell, author of Class: A Guide through The American Status System, observes, “We’re pretty well stuck for life in the class we’re raised in” (169). Fussell’s statement can be supported and verified by many other sources such as the series of social class articles from New York Times. Janny Scott and David Leonhardt state in their article, “Shadowy Lines That Still Divide”, “Americans are arguably more likely than they were 30 years ago to end up in the class in which they were born” (3). The New York Times revealed that “there is, statistically, far less movement of families up and down the economic ladder than common people believe” (4); However, the same article also documents some examples that qualifies Fussell’s statement about

Over the years, there has been a dispute on whether or not it was a dire necessity to bomb Hiroshima August 6, 1945. The general aspect of morality, corresponding to following the mode of ethics in experimentation, may not justify proceeding to bomb the Japanese city. Paul Fussell, however in “Thank God For Atom The Bomb” desires to put an end to the dispute of the morality of nuclear weapon evolvement in World War Two.

Kernaghan, K. 2000. The Post-Bureaucratic Organization and Public Services Values. Interational Review of Administrative Sciences 66. 2000, pp. 92-93.

Since Wilson, the nature of public administration has undergone three distinct areas of thought: the politically based Old Public Administration, economically based New Public Administration, and democratically based New Public Service (Denhardt &

On a macro level, public administration and business management are similar in their overall functions. “At the broadest level, some organizational theorists contend that administration is administration whatever its setting, and that the problems of organizing people, leading them and supplying them with resources to do their jobs are always the same (Kettl, 2012, p. 38).” In his paper, “Public and Private Management: Are They Fundamentally Alike in All Unimportant Respects?,” Graham T. Allison explains that in comparing public and administration and business management, “it is possible to identify a set of general management functions (Allison, 2012, p. 4).” Regardless of their end goal, each administration must form strategies by setting goals, priorities and creating procedures. Public and private organizations must manage internal components by organizing staff, defining job responsibilities, hiring and managing personnel and creating budgets. Furthermore, they must manage external constituencies such as other agencies, the press and public (Allison, 2012, p. 5). His observations stem from Wallace Sayre’s famous words, “public and private management are fundamentally alike in all unimportant respects (DiIlulio, 1993).”

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.

The purpose of this essay is to discuss the public interest and the administrative responsibility. Discuss some of the recent ethical obligations confronting public administrators in their day to day decision making. Also we will examine the recent trend in privatizing government functions. Finally, we will discuss if privatizing posses any type of dilemma’s for the attainment of public interest.

The need for financial stringency in public organizations due to budgetary pressures and tax resistance coupled with the need to Managing /balancing budget deficits and provide quality services with a reduction in revenue has always been a major challenge for public organizations. The need to save money and at the same time provide quality services, had forced government agencies to privatize and contract out. Recently, there is greater involvement of the private and nonprofit sector in public service delivery. More and more government functions in service delivery are now carried out by private and nonprofit organization. This is one part attributed to the belief that private organizations can provide services more efficiently and effectively than government operated services. And the other is the fact that it is cost effective and takes a lesser time frame. These two process are indeed unarguably beneficial to the government and private sector as well as the beneficiaries, but they can be also very daunting accompanied with huge challenges especially when not executed in the rightful manner. The case of the crummy contractor by Rainey depicts such a complex situation , where the process of contracting out was poorly conducted. The case highlights the demand for privatization and contracting-out and most importantly some of the challenges of privatization and contracting in government organization. it goes on further to identify some crucial pointed to be

When the word Public Administration come accross one’s mind, people would think of government civil workers and bureaucracy in government office. However, Public Administration is wider than that. It comprises of many part among them are technical issues,financal issues and ethical issues.Among many of them is the importance of manegerial technique, a characteristic where an organization such as government office should have in order to organize, planned, co-ordinate and budgetting. Government office is a big

In the following paragraphs, I will explain the dominant theory in public administration practice and elaborate on the major theoretical assumptions of the Old Public Administration. As stated in the question, the world has transformed through globalization, information technology, and devolution of authority since the latter part of the last century. The dominant theory in public administration has been replaced from the traditional rule-based, authority-driven processes of the Old Public Administration with market-based, competition-driven tactics in the New Public Management, beginning in the 1980s (Kettl, 2000, p. 3). This was an effort to privatize government and streamline public administration to maximize efficiency and productivity. Heavily relying on market mechanisms to guide public programs, public administrators in the New Public Management are encouraged to “steer, not row,” meaning they should not bear the burden of delivering services, but instead define programs that others will carry out, through contracting or other means (Denhardt & Denhardt, 2011, p. 13). Core values of the New Public Management include using private sector and business approaches to the public sector, squeezing as many services as possible from smaller revenues, market style incentives, providing customers more choices, and focusing on outputs and outcomes instead of mainly processes.

Public organizations and the public administrators have an important duty of promoting and maintaining democratic government especially by ensuring good governance. Social and economic development can be achieved through good governance. Collaborative governance is a primary component of good governance (Ansell & Gash, 2008). Admittedly, public management reforms are fundamental to improving the abilities of various nations to address issues that touch on democratic government. Some of the