1. PUBLIC ENTITIES
   1. HEALTHCARE
   2. EDUCATION
   3. ENVIRONMENTAL
   4. SOCIAL SERVICES
   5. Military
      1. Logistids
      2. Profession of Arms
      3. Military Leaders
         1. Sun-Tzu (4th Centruy B,C.E,)
         2. Napoleon Bonaparte (1769-1821)
         3. Augustus Caesar (63 B.C.E. - 14 C.E.)
         4. Marcus Tullius Cicero (106-43 B.C.E.)
      4. Commander in Chief
2. GOVERNMENT
   1. Hierarch
      1. LOCAL
         1. Municipalites
            1. LAWS
            2. POLICIES
            3. REQUIREMENTS
      2. STATE
         1. LAWS
            1. POLICIES
            2. REQUIREMENTS
      3. FEDERAL
         1. LAWS
            1. POLICIES
            2. REQUIREMENTS
      4. Bureaucracy
         1. red tape
         2. Max Weber's (1864-1920) Structural Arrangements
      5. Special Interest groups
      6. E-Government
         1. e-commerce
   2. "Government is different because government is politics" - Paul Abbleby's Polemic
3. REINVENTING GOVERNMENT
   1. CULTURE
      1. quid pro quo
      2. Parkinson's Law
      3. Peter Principle
      4. Bureaucrat Bashing
   2. BUSINESS
      1. Merit System
   3. TECHNOLOGY
   4. PEOPLE/GENERATIONAL
   5. PRIVATIZATION
   6. ECONOMICS
   7. ENVIRONMENT
   8. POLICIES/LAWS
   9. TEN PRINCPLES FOR REINVENTING GOVERNMENT
      1. • 1. Catalytic government: steering rather than rowing • 2. Community-owned government: empowering rather than serving • 3. Competitive government: injecting competition into service delivery • 4. Mission-driven government: transforming rule-driven organizations • 5. Results-oriented government: funding outcomes, not inputs • 6. Customer-driven government: meeting the needs of the customer, not the bureaucracy • 7. Enterprising government: earning rather than spending • 8. Anticipatory government: prevention rather than cure • 9. Decentralized government: from hierarchy to participation and teamwork • 10. Market-oriented government: leveraging change through the market
4. PLURALISM
   1. HIGHER EDUCATION
      1. TECHNOLOGY SCHOOL
      2. COLLEGE
      3. UNIVERSITY
      4. PRIVATE
      5. PUBLIC
         1. STATE
   2. Public Works
   3. Police
5. PUBLIC CHOICE ECONOMICS
   1. DIRECT POLICY DECISIONS
   2. INDIRECT POLICY DECISIONS
6. DECISION MAKING
   1. PUBLIC INTEREST
   2. MEDIA
   3. POLITICAL
   4. CULTURE
      1. Feminist Perspective
   5. Management
   6. Profession of Arms
   7. Laissez-faire
   8. Government of Laws
7. PERSONAL ETHICS
   1. HUBRIS
   2. POWER
   3. ETHICS
   4. ACCOUNTABILITY
8. ETHICAL ORGANIZATIONS
   1. TRUST
   2. RESPECT
   3. RESPONSIBILITY
   4. PRINCIPLES
   5. COMMUNICATION
   6. ADMINISTRATIVE DOCTRINE
9. MANAGEMENT PRINCIPLES
   1. AUTHORITARIAN
      1. Order
      2. precision
      3. Consistency
      4. Obedience
      5. Power Supreme
      6. Hierarchical
      7. Dominance
      8. Dependence
   2. TRADITIONAL
   3. Military
      1. Royal Road (9 Priniciples)
         1. Objective
         2. Offensive
         3. Mass
         4. Economy of Force
         5. Maneuver
         6. Unity of command
         7. Security
         8. Surprise
         9. Simplicity
      2. Bernard Brodie (1910-1978) Theorist of nuclear warfare
      3. Force Multiplier
      4. Aide-de-camp
   4. Civilian
      1. Catheryn Seckler-Hudson (1902-1963) "Nuts & Buols of Public Management
         1. Policy defined and shared to those resonsible for its achievement
         2. Work to be subdivided, systematically planned and programmed
         3. Tashs and responsiblitiies specifically assigned and understood
         4. Methods and Procdures developed and utlized by those rsponsible for policy achievement
         5. Allocate resources in terms of availability and priority
         6. Authority to equal responsibility /deleated and locted near site of decisions making
         7. Management structural relationships established
         8. Effective and qualified leadership for each level of organization
         9. Unitiy of command and purpose throughout organization
         10. Accountailbity for utilization of resources and production results
         11. Coordination of all individuals and groups within organization
         12. Continuous evaluation of all matters pertaining to the operations of the organization
      2. Herbert Simons (1946) "The Provebs of Administration"
      3. Adam Smith (1723-1790) Pin Factory
      4. Luther Gulick's (1892-1993) POSDCORB
         1. Institute of Public Administration
         2. American Society for Public Administration
         3. National Academy of Public Administration
   5. Prinples Approach
      1. Case Study
      2. OrganizationTheory
         1. Industrial Revolution
         2. Factory System
      3. Clasical Organization Theory
         1. Organizations exist to accomplish production-related and economic goals
         2. One best way to organize for production, found through systematic, scientific inquiry
         3. Production is maximized through specialization and division of labor
         4. People and organizations act in accordance with rational economic principles
   6. Scientific Management
      1. Staff Concept
      2. Henry R. Towne (1844-1924)
         1. Time- and -motion studies
         2. Taylorism/Taylor system
      3. Interstate Commerce Commission (ICC)
         1. Harrington Emerson (1853-1931)
            1. "high priest of efficiency"
            2. 1. Replace traditional, rule-of-thumb methods of work with systematic, scientific methods of measuring and managing individual work elements
            3. 2. Scientific study of the selection and sequential development of workers to ensure optimal placement of workers into work roles.
            4. 3. Obtaining the cooperation of workes to ensure full application of scientific principles
            5. 3. Establish logical divisions within work roles/responsibilities between workers and management
      4. Henri Fayol (1841-1925)
         1. 1. Technical (production of goods)
         2. 2. Commercial (buying, selling, and exchange activities)
         3. 3. Financial (raising and using capital)
         4. 4. Security (protection of property and people)
         5. 5. Accounting
         6. 6. Managerial (coordination, control, organization, planning, and command of people)
   7. Neoclassical Organization Theory
      1. Herbert A. Simon
         1. Bounded rationality
         2. Satisfice
   8. Modern Structural Organization Theory
      1. Lee Bolman
      2. Terrence Deal
      3. • 1. Organizations are rational institutions whose primary purpose is to accomplish established objectives; rational organizational behavior is achieved best through systems of defined rules and formal authority. Organizational control and coordination are key for maintaining organizational rationality.
      4. • 2. There is a “best” structure for any organization—or at least a most appropriate structure—in light of its given objectives, the environmental conditions surrounding it (for example, its markets, the competition, and the extent of government regulation), the nature of its products and/or services (the “best” structure for a management consulting firm probably is substantially different than for a certified public accounting firm), and the technology of the production processes (a coal mining company has a different “best structure” than the manufacturer of computer microcomponents).
      5. • 3. Specialization and the division of labor increase the quality and quantity of production—particularly in highly skilled operations and professions.
      6. • 4. Most problems in an organization result from structural flaws and can be solved by changing the structure.
   9. Mechanistic and Organic Systems
   10. Systems Theory
       1. Chester I. Barnard (1886-1961)
   11. Cybernetics
       1. Norbert Wiener
   12. Learning Organization
       1. "The Fifth Discipline"
          1. Peter Senge
          2. (1) personal mastery—how people approach life and work
          3. (2) mental models—our deeply ingrained assumptions or mental images “that influence how we understand the world and how we take action”
          4. (3) building shared vision—because “when there is a genuine vision … people excel and learn, not because they are told to, but because they want to”
          5. (4) team learning—where team members engage in true dialogue with their assumptions suspended
          6. (5) systems thinking—the integrative discipline that fuses the others into a coherent body of theory and practice.
   13. Complex Adaptive Systems
       1. Effectiveness
       2. Productivity
       3. Morale
       4. Command Economy
10. ORGANIZATIONAL BEHAVIOR
    1. Hugo Munsterberg (1863-1916)
       1. "Papa knows best"
          1. Match abilities with workers
    2. Douglas McGregor
       1. • 1. Organizations are created to serve human ends. • 2. Organizations and people need each other (organizations need ideas, energy, and talent; people need careers, salaries, and work opportunities). • 3. When the fit between the needs of the individual and the organization is poor, one or both will suffer: Individuals may be exploited or may seek to exploit the organizations, or both. • 4. A good fit between individuals and organizations benefits both because people gain meaningful and satisfying work—and organizations receive the talent and energy they need to thrive.
    3. Luddites (Ned Ludd)
       1. • 1. Minimize fear of change by involving people at all levels in designing the introduction of the changes. • 2. Minimize the negative impacts of the change on groups of workers at risk (such as older, less-skilled, or younger workers). • 3. Co-opt informal and formal (usually union) leaders, especially those who might become antagonistic.
    4. Task Force
    5. Organization Development
       1. T-group
          1. Kurt Lewin
          2. • 1. Collecting organizational diagnostic data (ascertaining the problem) usually either through written questionnaires or interviews • 2. Systematically feeding back information to the organization members who provided input • 3. Discussing what the information means to members and its implications for the organization in order to be certain if the “diagnosis” is accurate and to generate psychological ownership of the need for actions to improve the situation • 4. Jointly developing an improvement plan, using both the knowledge and skills of the consultant and the insider perspective of members • 5. Repeating all of the preceding as needed
    6. Impact of Personality
    7. Bureaucratic Structure on Behavior
       1. Organizational chart
       2. Peer Group
       3. Bureaucratic Dysfunctions
       4. Bureaucratic Impersonality
          1. nepotism
    8. Hawthorne Experiments
    9. Self-actualization
       1. Abraham Maslow
          1. (1) physiological needs (food, water, shelter, etc.), (2) safety needs, (3) love or affiliation needs, (4) esteem needs, and (5) self-actualization needs.
    10. Motivation-Hygiene Theory
        1. Frederick Herzberg, Bernard Mausner, Barbara Snyderman 1959
           1. (1) achievement, (2) recognition, (3) work itself, (4) responsibility, and (5) advancement. Five factors associated with job dissatisfaction were similarly realized: (1) company policy and administration, (2) supervision, (3) salary, (4) interpersonal relations, and (5) working conditions
    11. Theory X and Theory Y
        1. Theory X
           1. • 1. The average human being has an inherent dislike of work. • 2. Most people must be coerced or threatened with punishment to get them to put forth adequate effort. • 3. People prefer to be directed and wish to avoid responsibility.
        2. Theory Y
           1. • 1. The expenditure of physical and mental effort in work is as natural as play or rest. • 2. A person will exercise self-direction and self-control in the service of objectives to which he is committed. • 3. Avoidance of responsibility, lack of ambition, and emphasis on security are generally consequences of experience, not inherent human characteristics. • 4. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.
    12. Bureaucratic Agency
        1. Focuses on own needs Defined by the resources it controls Controls costs Sticks to routine Fights for turf Follows standard procedures Separates thinking from doing
    13. Customer-Driven Agency
        1. Focuses on customer needs Defined by results it achieves for customers Creates value Responds to changing customer demands Competes for business Builds choice into operating systems Empowers all front-line employees
    14. Postmodernism
        1. Technocracy
        2. 1. Objectivism versus constructivism. 2. language as reality. 3. Globalization and segmentalism. 4. Fragmented and inconsistent images
    15. Feminist Theory
        1. • Organizational hierarchies will become less rigid. • Organizational climates will become more cooperative, less competitive, and less aggressive. • Values of trust, openness, and acceptance will replace the quest for individual power.
    16. Managerialism
        1. Zero-based budgeting
        2. Inernal Controls
        3. Strategic planning
        4. Ethical responsibility
        5. PPBS - Planning, programming, budgeting systems.
        6. Reengineer
           1. 1. Process Mapping, 2. Customer Assessments, 3. Process Visioning
        7. Empowerment
           1. Empowerment Teams
        8. TQM (Total Quality Management)
           1. W. Edwards Deming
              1. • 1. Create constancy of purpose for improvement of product and service. (A long-term focus is thus essential.) • 2. Adopt the new philosophy. (Be prepared for a total transformation.) • 3. Cease dependence on mass inspections. (Quality must be built in; defects must be prevented rather than detected.) • 4. End the practice of awarding business on the basis of price tag alone. (Low bids lead to low quality. Long-term relationships must be established with single suppliers.) • 5. Improve constantly and forever the system of production and service. (Continuous improvement becomes a philosophy, not just a goal.) • 6. Institute training. (Training at all organizational levels is a necessity, not an option.) • 7. Adopt and institute leadership. (Managers must lead, not supervise.) • 8. Drive out fear. (All employees must feel secure enough to express ideas and ask questions.) • 9. Break down barriers between staff areas. (Work in organizations is inherently teamwork.) • 10. Eliminate slogans, exhortations, and targets for the workforce. (Problems are caused by the system, not by individuals. Posters and slogans tend to create resentment.) • 11. Eliminate numerical quotas for the workforce and numerical goals for people in management. (Production quotas yield defective products; replace work standards with intelligent leadership.) • 12. Remove barriers that rob people of pride of workmanship. (The individual performance appraisal is a barrier, not an aid, to productivity.) • 13. Encourage education and self-improvement for everyone. (Education never ends—for anybody at any level of the organization.) • 14. Take action to accomplish the transformation. (Both top management and employee commitment is essential.)
        9. COMPETITIVE PUBLIC ADMINISTRATION
    17. Entrepreneurialism
        1. MBO Management by objectives
        2. OD Organization Development
        3. ZBB Zero-based budgeting
        4. QC Quality circles
11. PERFORMANCE MANAGEMENT
    1. • 1. the specification of clear and measurable organizational objectives (i.e., management by objectives), which is the essence of strategic management • 2. the systematic use of performance indicators, measures of organizational performance, to assess organizational output (this is closely linked to concepts of performance standards to allow the performance measured in one organization to be compared with industry averages, best practice, and benchmarking—the systematic comparison of performance between or among organizations); best practice The generally recognized optimal way of performing a task. • 3. the application of the performance appraisal of individual employees to assist in harmonizing their efforts and focusing them toward organizational objectives; • 4. the use of performance incentives, such as performance pay to reward exceptional personal efforts toward organizational goals; performance pay Extra compensation for extraordinary efforts on the job. • 5. the linking of human and financial resource allocation to an annual management or budget cycle • 6. regular review at the end of each planning cycle of the extent to which goals have been achieved and the reasons for performance that is better or worse than planned. This creates the feedback that helps start the cycle anew.
    2. MANAGEMENT CONTROL
    3. Productivity Improvement
    4. Productivity Measurement