Case Study 2 Instructions
Overview:
In this case study, you will apply your Statesmanship model to a public administration context dealing with organizational change, design, and structure. Remember to discuss the importance of the following:
· Noncentralization
· Covenant
· Systems theory and environmental awareness
· Responsiveness to political forces and constituent management
· Effective crisis management and statecraft
General Guidelines:
· Case Study scenarios must be taken from documented (published) public administration contexts; no hypotheticals are allowed. Students can focus on one particular public administration organization or may refer to a particular situation (well-documented by the research) that many public administrators face.
· All ideas shared by the student must be supported with sound reason and citations from the required readings, presentations, and additional research.
· Integrate Biblical principles within the analysis of the paper.
· The paper should be 4-5 pages of content in length (not counting the title page or references), double-spaced, and in APA format.
· All required readings and presentations from the assigned module must be cited.
· 3-5 additional sources must be used. This need not be scholarly so long as they are provide relevant political and economic analysis of your chosen nation. Wikipedia may not be used (though certainly the student is welcome to review its content), and informal blogs are not appropriate.
Case study Grading Rubric
Criteria
Levels of Achievement
Content
70%
Advanced
92-100%
Proficient
84-91%
Developing
1-83%
Not present
0%
Total
Personal Leadership Skills
14 to 15 pts
Personal leadership skills and attributes needed for effective leadership and statesmanship.
12.5 to 13.5 pts
Mostly discusses personal leadership skills and attributes needed for effective leadership and statesmanship.
1 to 12 pts
Some discussion of personal leadership skills and attributes needed for effective leadership and statesmanship.
0 pts
Lacks discussion of personal leadership skills and attributes needed for effective leadership and statesmanship.
Statescraft
14 to 15 pts
An understanding of the
important concepts related to
government structures and
processes needed for
effective leadership.
12.5 to 13.5 pts
Mostly understands important concepts related to government structures and processes needed for effective leadership.
1 to 12 pts
Somewhat understands important concepts related to government structures and processes needed for effective leadership.
0 pts
Does not understand important concepts related to government structures and processes needed for effective leadership.
Organization of
Content
7.5 to 8 pts
Organized discussion of
content.
6.5 to 7 pts
Mostly organized discussion of content.
1 to 6 pts
Discussion of content somewhat organized.
0 pts Disorganized discussion of content.
Use of Important Ideas from Readings
9.5 to 10 pts
Thorough review and use of
important ideas from required
reading and research.
8 to 9 pts
Mostly thorough review and use of important ideas from required reading and research.
1 to 7.5 pts
Somewhat thorough review and use of important ideas from required reading and research.
0 pts
Review is not thorough and important ideas not presented.
Using real case, apply Statesmanship Model to the Public Admin Context
14 to 15 pts
Detailed and relevant discussion of public administration context.
12.5 to 13.5 pts
Mostly detailed and relevant discussion of public administration context.
1 to 12 pts
Somewhat detailed and relevant discussion of public administration context.
0 pts
Discussion of public administration context has little detail or relevance.
Integrate Public Admin and Statesmanship
Public Admin.
Context
14 to 15 pts
A logical, critical and focused
discussion of how
statesmanship concepts are
relevant to the public
administration context.
12.5 to 13.5 pts
Mostly logical, critical and focused discussion of
statesmanship relevance to public administration context.
1 to 12 pts
Somewhat logical, critical and focused discussion of statesmanship relevance to the public administration context.
0 pts
Discussion is not logical and lacks focus of how statesmanship
relevance to public administration.
Detailed Conceptual Applications
9.5 to 10 pts
Thorough and critical review and use of important ideas on from required reading and research. Vagueness is avoided in lieu of detailed conceptual applications to specific contexts.
8 to 9 pts
Mostly thorough and critical review and use of important ideas from required reading and research. Vagueness is mostly avoided of detailed conceptual applications to specific contexts.
1 to 7.5 pts
Somewhat thorough and critical review and use of important ideas from required reading and research. Vagueness is somewhat avoided of detailed conceptual applications to specific contexts.
0 pts
Review is not thorough and lacks criticality of important ideas from required reading and research. Vague applications to specific contexts.
Structure
30%
Advanced
92-100%
Proficient
84-91%
Developing
1-83%
Not present
0 %
Total
Use of Sources
From Course
9.5 to 10 pts
Use of all relevant sources
from the module/week and
previous modules/weeks.
8 to 9 pts
Use of most relevant sources from the module/week and
previous modules/weeks.
1 to 7.5 pts
Use of some relevant sources from the module/week and previous modules/weeks.
0 pts
Use of no relevant sources from the module/week and
previous modules/weeks.
Outside Sources
9.5 to 10 pts
Use of 3 to 5 outside
scholarly sources.
8 to 9 pts
Use of 2 or 3 outside scholarly sources.
1 to 7.5 pts
Use of 1 or 2 outside scholarly sources.
0 pts
Use of no outside scholarly sources.
Pages & Spacing
4.5 to 5 pts
4 to 5 pages; double-spaced
3.5 to 4 pts.
3 to 4 pages; double-
spaced
1 to 3 pts
2 to 3 pages or not double-spaced
0 pts.
Less than 2 pages or not double-spaced
Grammar & APA
11 to 12 pts
Proper grammar and current
APA format
10 to 10.5 pts
A few grammar and APA errors
1 to 9.5 pts
Several grammar and APA errors
0 pts
Grammar and APA not at graduate level
Professor Comments:
Total
/125
Copyright © Cengage Learning. All rights reserved.
CHAPTER 8
Designing and Managing Organizations
LEARNING OBJECTIVES
1. Understanding the impact of early scholars on organization and management
2. Understanding the role of human behavior in organizations
3. Comprehending the connection between organizations and their environments
4. Learning about the importance of organizational culture
5. Exploring postmodern perspective on organizations
SUMMARY OVERVIEW
The ideas that underlie the way in which managers behave form the basis for this chapter, which
examines the traditional views regarding the functions of managers along with important new
approaches to organization development and management. Discussions range from early writers
in the field who focused on the importance of organizational structure to more contemporary
theories that balance structure with human behavior and organizational culture and values. The
authors argue that an understanding of how organizations are structured and how they influence
behavior is crucial to success in public administration as administrators are challenged to find a
form of management that is compatible with the requirements of a democratic society.
The chapter opens with a discussion about how and why human beings create organizations,
noting both the advantages and drawbacks to formal organizations. The discussion then turns to
the images that managers carry in their heads about how public organizations should operate and
how individual managers should act, images that direct people’s actions and shape their work in
specific ways. In order for managers to sharpen those images, it is helpful to learn what scholars
and practitioners in the field have said about public management. The balance of the chapter
reviews some of the most influential theories and approaches to designing and managing public
organizations.
This review begins with an overview of structural approaches, including the POSDCORB
formulation of the functions of management; Weber’s characterization of bureaucracy; the
“scientific management” approach; and the importance of the division of labor. Early writers on
public administration strove to apply “correct” principles of administration based on the
assumption that government organizations were essentially the same as those of the business
world. However, these approaches considered only the need for efficiency and did not take into
account other values inherent in a democratic form of government. In addition, these approaches
did not consider how individual behavior might affect the rigid structures they described.
The chapter then turns to approaches to management based on human behavior, noting that
consideration about how the behavior of humans affected organizational life was spurred in the
mid-1920s by unexpected findings from the Hawthorne studies. These results pointed to the
importance of paying attention to both the formal structure of work processes and the patterns of
informal relationships among those involved in the structure, resulting in a number of studies
100 Chapter 8: Designing and Managing Organizations
Copyright © Cengage Learning. All rights reserved.
being undertaken that dealt with the relationship between workers and managers. Some observers
suggested that when managers treated workers differently, it could affect the work they did.
Others addressed the issue of rationality in human behavior, while still others explored the
interaction between individuals and the organization. This shift from a focus on structure to a
consideration of human behavior suggested that the job of a manager is to direct behavior of
individuals toward the purposes of the organization.
The authors point out that while the emphasis first on structure and then on human behavior was
important in focusing attention on critical aspects of organizational life, neither point of view
took into consideration the relationship between the organization and its environment. Thus, the
chapter turns next to a discussion of the systems approach, the political economy approach, and
other more complex approaches to the design and management of organizations, including public
choice, New Public Administration, and organization development. This section also examines
the importance of decision making in organizations.
Issues of organizational culture, organizational learning, and strategic management are then
examined. The authors note the importance of organizational culture—the deeper,
unacknowledged system of values and beliefs that define the organization as a whole and
influence the way in which the organization communicates, its system of reward, and the way in
which members see themselves and the outside world. Organizational culture also is a critical
factor in organizational change, organizational learning, and in strategic management approaches.
From this discussion, the authors suggest guidelines for the practice of public management. The
chapter closes with a discussion of postmodern critiques of organization and management theory.
CHAPTER OUTLINE
I. THE ORGANIZATIONAL CONTEXT
II. IMAGES OF ORGANIZING IN THE PUBLIC AND NONPROFIT SECTORS
III. THE FUNCTIONS OF MANAGEMENT
A. The Early Writers: A Concern for Structure
IV. RECOGNIZING HUMAN BEHAVIOR
A. Two Classic Works
V. THE ORGANIZATION AND ITS ENVIRONMENT
A. Systems Theory
B. From Political Economy to Organization Development
C. Decision Making in Organizations
VI. ORGANIZATIONAL CULTURE, ORGANIZATIONAL LEARNING, AND
STRATEGIC MANAGEMENT
Take Action: TOP 10 TIPS TO REDISCOVER YOUR STAFF
A. Guidelines for Public Management
VII. POSTMODERN NARRATIVES ON MANAGEMENT
A. Postmodernism
B. Issues of Gender and Power
VIII. SUMMARY AND ACTION IMPLICATIONS
Chapter 8: Designing and Managing Organizations 101
Copyright © Cengage Learning. All rights reserved.
KEY TERMS
Area of acceptance Area within which the subordinate is willing to accept the decisions made
by the supervisor.
Boundary spanning Representing an organization to outside groups and organizations.
Bounded rationality Seeking the best possible solution, but not necessarily the most rational,
from a purely economic standpoint.
Functional principle Horizontal division of labor.
Organization development Process-oriented approach to planned change.
Organizational culture Basic patterns of attitudes, beliefs, and values that underlie an
organization’s operation.
Political economy approach Focusing on politics and economies as categories for analyzing
organizational behavior.
Scalar principle Vertical division of labor among various organizational levels.
Scientific management Approach to management based on carefully defined laws, rules, and
principles.
Systems approach Suggestion that public (or other) organizations can be viewed in the same
general way as biological or physical systems.
WEB LINKS
The following are links to research and information sources regarding general principles of
organization theory and behavior:
Academy of Management Online: (www.aomonline.org).
Society for Industrial and Organizational Psychology: (www.siop.org).
Institute for Operations Research and the Management Sciences: (www.informs.org).
Electronic Journal of Radical Organization Theory: (www.mngt.waikato.ac.nz/ejrot).
MIT’s Society for Organizational Learning: (www.solonline.org).
http://www.aomonline.org/
http://www.siop.org/
http://www.informs.org/
http://www.mngt.waikato.ac.nz/ejrot
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