Public administration and public affairs 12th edition nicholas henry test bank

Lesson Assignments 4 Chapter 1 Big Democracy, Big Bureaucracy 5 Chapter 2 Paradigms of Public Administration 11 Chapter 3 The Threads of Organizations: Theories 17 Chapter 4 The Fabric o

INSTRUCTOR’S MANUAL

&

TEST BANK

to accompany

PUBLIC ADMINISTRATION AND PUBLIC AFFAIRS

Twelfth Edition

Nicholas Henry

Georgia Southern University

Prepared by:

Christine Ludowise Georgia Southern University

Pearson

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TABLE OF CONTENTS

Table of Contents

ISBN-10: 0-205-86445-7 www.pearsonhighered.com ISBN-13: 978-0-205-86445-4

Lesson Assignments 4 Chapter 1 Big Democracy, Big Bureaucracy 5 Chapter 2 Paradigms of Public Administration 11 Chapter 3 The Threads of Organizations: Theories 17 Chapter 4 The Fabric of Organizations: Forces 24 Chapter 5 The Fibres of Organizations: People 33 Chapter 6 Clarifying Complexity: The Public’s Information Resource 41 Chapter 7 The Constant Quest: Efficient and Effective Government 48 Chapter 8 The Public Trough: Financing and Budgeting Governments 56 Chapter 9 Managing Human Capital in the Public Sector 69 Chapter 10 Understanding and Improving Public Policy 81 Chapter 11 Intersectoral Administration 88 Chapter 12 Intergovernmental Administration 97 Chapter 13 Toward A Bureaucratic Ethic 107

LESSON ASSIGNMENTS

Each of the text's thirteen chapters are organized in this test banks as follows:

 A summary of the chapter

 The educational objectives of the chapter

 Key concepts and terms in the chapter

 Multiple choice, true/false, and short answer questions

Through the use of this Instructor’s Manual and Test Item File, the instructor's task should be eased, classroom discussions enhanced, and tests rendered more rigorous You will find that Public Administration and Public Affairs becomes an even more effective instructional tool with these features

Chapter One

BIG DEMOCRACY, BIG BUREAUCRACY CHAPTER OVERVIEW

A discussion of the tradition and context of American public administration sets the tone for the book, focusing on American’s preference for constrained public leadership The public

perception of bureaucracy (pejorative) is juxtaposed with the public’s reliance upon and

acceptance of public administrators (favorable) The chapter concludes by discussing the

cultural, institutional, and legal contexts in which public administration takes place in the United States

CHAPTER OBJECTIVES

1 Understand the political culture and developments that shaped U.S government and

public administration

2 Explain the difference between Hamilton’s and Jefferson’s vision of the bureaucracy

3 Understand the consequences of a constrained government and public administration

4 Reconcile the differences between public suspicion of public administration and positive

individual experiences with public administrators

5 Identify the importance of the policy-making role of public administrators

CHAPTER OUTLINE

AN UNPROMISING PRECIS

The Indians and the English

Administration by Ambassadors: The Articles of Confederation

Administration by Legislators: The First State Constitutions

Administration by Enfeebled Executives: Jefferson Prevails

Hamiltonian Energy Jeffersonian Constraint

A CULTURE OF CONSTRAINT

Americans and Their Governments

Governing in a Distrusting Culture

Distrust of Elected Leaders Distrust of Government Why Trust Matters

Some Diverse and Unexpected Correlations High Trust Equals High Performance THE CONSEQUENCES OF CONSTRAINT

Hobbled Elective Chief Executives

The Domesticated Presidency Constraining Governors

An Insipid Appointment Power

Lieutenant Governors, Term Limits, and Recalls

Puny Political Powers The Rising Recall Constraining Local Elected Chief Executives Hobbled Governments

Constraining the Federal Government Constraining State Governments Constraining Local Governments The Unclear Outcomes of Imposed Constraints Hobbled Governmental Growth

INFERNAL VERNON: A CASE OF UNCONSTRAINED PUBLIC ADMINISTRATION (case study)

THE BUREAUCRAT: BRAINED, BLAMED AND BOUNCING BACK

Bashing Bureaucrats

Politicians’ Pandering Academia’s Undercutting Media’s Mordancy Are Bureaucrats to Blame?

The Public Likes Public Administrators Encountering Bureaucrats

The Bureaucrat: Government’s Savior?

THE PARADOXICAL POWER: THE GRAY EMINENCE OF THE PUBLIC

ADMINISTRATOR

Staying Power

Discretion Counts Policymaking Power

Policymaking by Federal Administrators Policymaking by State Administrators Policymaking by Local Administrators Lethargic Local Legislators

The Demise of Democracy?

Stopping Power

The Contest for Control

Presidents versus Bureaucrats: Mobilizing the Bureaucracy

Presidential Frustration Bringing Bureaucracy to Heel?

Executive Expertise Presidential Indifference Control and Autonomy

A Bureaucracy Newly Girded

Governors versus Legislators: The Battle for the Bureaucracy

KNOWLEDGE: THE BASE OF BUREAUCRATIC POWER

Knowledge is Power

Knowledge, Power, and the Public Interest

KEY CONCEPTS/TERMS/INDIVIDUALS

social contract

The Articles of Confederation

Alexander Hamilton

Thomas Jefferson

the “hollow government”

“government by gridlock”

social capital

recall

referendum

initiative or initiative petition

staying power

discretionary power

legislative veto

policy agenda

noetic authority

Max Weber

TEACHING IDEAS

1 Have students, in groups, revisit and rewrite the Constitution Ask them to design and

insert an additional article that clearly articulates the role of the bureaucracy in American Government Then discuss the problems they faced in clearly defining and limiting the

“fourth” branch of government

2 Invite the local city or county manager to speak to your class Ask him/her to focus their

discussion on their relationships with the executive and legislative branches, as well as how s/he views his/her policy-making role

3 Ask students to relate a good experience they or their family has had with a public agency

or with public services Have them reconcile their experience with the perception of bureaucracy as a big, unwieldy, unhelpful entity

BACKGROUND READING

De Tocqueville, Alexis Democracy in America New York: Penguin Classics, 2003

Goodsell, Charles T The Case for Bureaucracy: A Public Administration Polemic, 2nd

ed Chatham: Chatham House, 1985

Hamilton, Alexander, James Madison, and John Jay The Federalist Papers New York:

Penguin Classics, 1987

Lorenzo, David J “Countering Popular Misconceptions of Federal Bureaucracies in

American Government Classes.” Political Science and Politics (December 1999):

743-747

Wilson, Woodrow “The Study of Administration.” Political Science Quarterly 2

(June/July 1887): 197-222

MULTIPLE CHOICE QUESTIONS

1 The unwritten agreement between the government and the governed that defines the

responsibilities of each party is referred to as a

a referendum

b discretionary decision

c social contract

d constitution

2 At the local level, public administration is characterized by unusually weak

a chief executives

b budgetary officers

c legislative bodies

d judges

3 In many states, citizens have constrained government activities by adopting principles of

direct democracy Which of the following places an issue on the ballot through petitions signed by registered voters?

a a recall

b a referendum

c an initiative

d a supermajority

4 is the device used to reconcile bureaucracy with democracy

a Public administration

b Public policy

c Civic responsibility

d Legislative action

5 American public administration is characterized as

a aggressive

b constrained

c forceful

d destructive

6 The power that is derived from knowledge is authority

a partial

b narrow

c classified

d noetic

7 What percentage of American has a favorable opinion of government workers?

a 20%

b 50%

c 70%

d 90%

8 A _ election allows voters to determine whether an elected official

can complete his/her term in office

a primary

b referendum

c recall

d general

9 _ power refers to a public administrator’s authority to decide how to

implement public policies

a Discretionary

b Legislative

c Judicial

d Noetic

10 Congressional repeal of an executive action taken in the course of administering a law is known as a

a line-item veto

b legislative veto

c discretionary veto

d political veto

TRUE/FALSE QUESTIONS

11 The Articles of Confederation created a strong national government with a centralized

bureaucratic structure FALSE

12 Public administration and bureaucracy are specifically referenced in the U.S

Constitution FALSE

13 The majority of Americans believe that they have been treated fairly in their interactions

with public bureaucrats TRUE

14 In contrast to Alexander Hamilton, Thomas Jefferson supported a constrained

administrative tradition TRUE

15 The United States has smaller governments and lower taxes than comparable countries

TRUE

16 There is a clear correlation between strong social capital and low performing state

government FALSE

SHORT ANSWER QUESTIONS

17 Discuss why U.S presidents may feel frustrated by or indifferent to the bureaucracy

What are the potential consequences of these actions?

18 Why did the Framers of the U.S Constitution create constrained government structures

and processes?

19 Discuss the differences between the image and the reality of the public bureaucrat

20 What are some of the features of constrained public administration?

21 How would you describe American’s view of their governments today?

22 Discuss the ways in which legislative and executive institutions have been

“bureaucratized”

23 Speculate on the “staying power” of government agencies What mechanisms prevent

the failure of government bureaucracies?

Chapter Two PARADIGMS OF PUBLIC ADMINISTRATION CHAPTER OVERVIEW

The intellectual evolution of the field and profession of public administration is reviewed, focusing on the major developments in the twentieth century Six paradigms of public

administration are explained, concluding with a discussion of the waning of government and the development of governance in the public sector

CHAPTER OBJECTIVES

1 Understand and explain how the discipline of public administration has developed over

time

2 Understand the relationship between how public administration is defined and

how public administration is practiced

3 Identify the perceived differences between politics and administration and discuss how

those concepts have evolved and meshed over time

4 Discuss the concept of principles of administration Identify the principles included in

the anagram POSDCORB and why they were considered important foundations of public administration

5 Describe public administration as an autonomous field

CHAPTER OUTLINE

THE BEGINNING

Think Tanks for Public Service

Public Administration and the Intellectuals: The Fortuitous Year of 1914

Public Administration – “No Career for a Gentleman”

Turning Sharply: Academia’s Reconsideration PARADIGM 1: THE POLITICS/ADMINISTRATION DICHOTOMY, 1900-1926

The Uses of the Dichotomy

The Dilemma of the Dichotomy

PARADIGM 2: PRINCIPLES OF PUBLIC ADMINISTRATION, 1927-1937

A Reputational Zenith

Money and Power

An Academic Backtrack The Meaning of Principles

THE CHALLENGE, 1938-1950

Deflating the Dichotomy

The Demise of the Dichotomy

A Dead Dichotomy, a Diminished Field Puncturing the Principles

Fearful Reactions

PARADIGM 3: PUBLIC ADMINISTRATION AS POLITICAL SCIENCE, 1950-1970

Consternation and Contempt

The Impact of Political Science: Bureaucracy in the Service of Democracy

PARADIGM 4: PUBLIC ADMINISTRATION AS MANAGEMENT, 1950-1970

The “Groundswell” of Management

“Fundamentally Alike in All Unimportant Respects”

The Erratic Impact of the Intellectuals What is Missing?

The Impact of Management: Understanding the “Public” in Public Administration

The Agency, or Institutional, Definition of “Public”

The Interest, or Philosophic, Definition of “Public”

The Access, or Organizational, Definition of “Public”

Three Interlocked Understandings of “Public”

THE FORCES OF SEPARATISM, 1965-1970

PARADIGM 5: PUBLIC ADMINISTRATION AS PUBLIC ADMINISTRATION, 1970-PRESENT

NASPAA’s Nascency

The Statistics of Secession

From Politics/Administration Dichotomy to Political-Administration Continuum The Pioneers of Public Administration Were Right

Professional Public Administration Improves Governance Public Administrators, Politicians, and Teamwork

Two Quiet Revolutions: The Pioneers’ Prime Proposals LOGICS: POLITICS AND ADMINISTRATION (case study)

PARADIGM 6: GOVERNANCE, 1990-PRESENT

The Future of Governing

The Decline of Governments

“Making a Mesh of Things”: The Rise of Governance Does Governance Work?

The Future of Public Administration: The Nonprofit Sector?

PUBLIC ADMINISTRATION, HAPPY AT LAST

KEY CONCEPTS/TERMS/INDIVIDUALS

The New York Bureau of Municipal Research

Paradigm 1

Frank J Goodnow

politics/administration dichotomy

politics

administration

Leonard D White

Paradigm 2

W.F Willoughby

Luther H Gulick and Lyndall Urwick

Chester I Barnard

Herbert A Simon

span of control

American Society for Public Administration

Paradigm 3

Paradigm 4

administrative science

generic management

agency

interest

access

National Academy of Public Administration

Paradigm 5

National Association of Schools of Public Affairs and Administration (NASPAA)

Master of Public Administration (M.P.A.) programs

Paradigm 6

government

governance

focused deterrence

TEACHING IDEAS

1 Ask students about the principles that American government is based upon As they

discuss those values, focus their attention on both the normative and the procedural aspects Is it possible to make administration “value-free”? Why or why not? Could we ever divorce administration from politics?

2 Place students in small groups Ask each group to come with it’s own “principles” of

public administration What is the role and purpose of administration in the public sector? What should it do – and what does it do? Again, emphasize the normative aspects of those questions

3 Have students discuss the input that citizens can have on local policy- and

decision-making through their interactions with local administrators, executives, and legislators Ask them to clearly articulate why local government is generally more responsive to citizen feedback

BACKGROUND READING

Agranoff, Robert and Michael McGuire “American Federalism and the Search for

Models of Management.” Public Administration Review 61 (November/December

2001): 671-681

Goodnow, Frank J Politics and Administration New York: Macmillan, 1900

Gulick, Luther and Lyndall Urwick Papers on the Science of Administration New

York: Institute of Public Administration, 1937