Developing a Progressive AdvocacyProgram Within a HumanS.docxhcheryl1
This document discusses developing a progressive advocacy program within a human services agency. It defines progressive advocacy as advocacy that seeks social change to address underlying structural inequities and meaningfully engages agency clients in the advocacy process.
The document provides a rationale for advocacy within human services agencies, noting their role in social change movements and expertise regarding social problems. It also discusses the policy cycle and need for dedicated advocacy efforts.
Core principles for developing an advocacy program include starting where the agency currently is, leveraging the knowledge of service staff and clients, working in coalitions, and only advocating within the agency's areas of expertise. The document concludes with a case study of developing advocacy in a homeless services agency.
Evolution Of Public Administration ApproachesTiffany Surratt
The document discusses the evolution of public administration approaches from ancient times to modern times. It describes how Plato first developed the concept of democracy in 400 BC. It then discusses how Taylorism in the early 1900s promoted scientific management principles like specialization and standardization. Weber further explored these principles and advocated for a clear chain of command. The old public administration model emphasized hierarchy, centralized control, separating policy and implementation, and specialized roles. It targeted efficiency and effectiveness through defined roles and merit-based hiring. Recent developments in public administration include e-government, technological changes, and more collaborative efforts between public and private sectors.
The Canadian socio-economy has been experiencing difficulties since the early 1970s. Neither the New Public Management nor the Program Review experiments of the 1990s succeeded in generating effective repairs. After a long episode in the application of redistribution to assuage those hurt by the governance failures, new forms of organization and mechanisms of coordination are beginning to provide bottom up alternatives to government.
Social Work, Politics, and Social Policy Education ApplyingAlleneMcclendon878
Social Work, Politics, and Social Policy Education: Applying
a Multidimensional Framework of Power
Amy Krings , Vincent Fusaro , Kerri Leyda Nicoll, and Na Youn Lee
ABSTRACT
The call to promote social justice sets the social work profession in
a political context. In an effort to enhance social workers’ preparedness to
engage in political advocacy, this article calls on educators to integrate
a broad theoretical understanding of power into social policy curricula. We
suggest the use of a multidimensional conceptualization of power that
emphasizes mechanisms of decision making, agenda control, and attitude
formation. We then apply these mechanisms to demonstrate how two
prominent features of contemporary politics—party polarization and
racially biased attitudes—affect the ability of social workers to influence
policy. Finally, we suggest content that social work educators can integrate
to prepare future social workers to engage in strategic and effective social
justice advocacy.
ARTICLE HISTORY
Accepted: January 2018
As part of their broader mandate, codified in the National Association of Social Workers (2017)
Code of Ethics, social workers are called to advance social and economic justice by participating in
political action with, or on behalf of, disadvantaged groups. The goals of such action are broad
democratic participation, a fair distribution of power and resources, and an equitable distribution of
opportunities (Reisch & Garvin, 2016). To achieve these goals, social workers must go beyond an
analysis of how existing policies reinforce or reduce social problems to recognize and strategically
engage with the power embedded in political processes themselves. This power not only influences
how problems are addressed or ignored but also how they are constructed and understood. Thus, to
be effective practitioners and change agents, it is necessary for social workers to “see power as central
to understanding and addressing social problems and human needs” (Fisher, 1995, p. 196).
At its inception, the social work profession emerged as a leader in shaping policies and programs
that improved the health and well-being of disadvantaged people and families. Social workers played
key roles in policy areas such as aid to families, Social Security, the juvenile court system, minimum
wage, and unemployment insurance (Axinn & Stern, 2012). Over time, external pressures, including
austerity-driven policies that emphasize market-based approaches to social service delivery and the
reduction of the social safety net, have limited the range of microlevel interventions and margin-
alized mezzo- and macrolevel community and policy practice (Abramovitz & Sherraden, 2016;
Reisch, 2000). Consequently, many social work educators have expressed concern that the profession
has become increasingly depoliticized and decontextualized by focusing disproportionately on
individual interventions at the expense of systematic interventions that could help individuals an ...
The document discusses the emergence of New Public Administration (NPA) in the late 1960s from the Minnowbrook Conference in 1968. The NPA rejected classical theories of public administration and advocated for social equity in addition to efficiency and effectiveness. It also questioned the relevance of traditional public administration and argued for more focus on social purposes and values rather than just economic factors. The NPA called for more client-oriented, participatory, and decentralized approaches with less bureaucracy. While social equity has gained more acceptance since NPA, it still struggles to be viewed equally alongside other core values of public administration like economy, efficiency, and effectiveness.
Developing a Progressive AdvocacyProgram Within a HumanS.docxhcheryl1
This document discusses developing a progressive advocacy program within a human services agency. It defines progressive advocacy as advocacy that seeks social change to address underlying structural inequities and meaningfully engages agency clients in the advocacy process.
The document provides a rationale for advocacy within human services agencies, noting their role in social change movements and expertise regarding social problems. It also discusses the policy cycle and need for dedicated advocacy efforts.
Core principles for developing an advocacy program include starting where the agency currently is, leveraging the knowledge of service staff and clients, working in coalitions, and only advocating within the agency's areas of expertise. The document concludes with a case study of developing advocacy in a homeless services agency.
Evolution Of Public Administration ApproachesTiffany Surratt
The document discusses the evolution of public administration approaches from ancient times to modern times. It describes how Plato first developed the concept of democracy in 400 BC. It then discusses how Taylorism in the early 1900s promoted scientific management principles like specialization and standardization. Weber further explored these principles and advocated for a clear chain of command. The old public administration model emphasized hierarchy, centralized control, separating policy and implementation, and specialized roles. It targeted efficiency and effectiveness through defined roles and merit-based hiring. Recent developments in public administration include e-government, technological changes, and more collaborative efforts between public and private sectors.
The Canadian socio-economy has been experiencing difficulties since the early 1970s. Neither the New Public Management nor the Program Review experiments of the 1990s succeeded in generating effective repairs. After a long episode in the application of redistribution to assuage those hurt by the governance failures, new forms of organization and mechanisms of coordination are beginning to provide bottom up alternatives to government.
Social Work, Politics, and Social Policy Education ApplyingAlleneMcclendon878
Social Work, Politics, and Social Policy Education: Applying
a Multidimensional Framework of Power
Amy Krings , Vincent Fusaro , Kerri Leyda Nicoll, and Na Youn Lee
ABSTRACT
The call to promote social justice sets the social work profession in
a political context. In an effort to enhance social workers’ preparedness to
engage in political advocacy, this article calls on educators to integrate
a broad theoretical understanding of power into social policy curricula. We
suggest the use of a multidimensional conceptualization of power that
emphasizes mechanisms of decision making, agenda control, and attitude
formation. We then apply these mechanisms to demonstrate how two
prominent features of contemporary politics—party polarization and
racially biased attitudes—affect the ability of social workers to influence
policy. Finally, we suggest content that social work educators can integrate
to prepare future social workers to engage in strategic and effective social
justice advocacy.
ARTICLE HISTORY
Accepted: January 2018
As part of their broader mandate, codified in the National Association of Social Workers (2017)
Code of Ethics, social workers are called to advance social and economic justice by participating in
political action with, or on behalf of, disadvantaged groups. The goals of such action are broad
democratic participation, a fair distribution of power and resources, and an equitable distribution of
opportunities (Reisch & Garvin, 2016). To achieve these goals, social workers must go beyond an
analysis of how existing policies reinforce or reduce social problems to recognize and strategically
engage with the power embedded in political processes themselves. This power not only influences
how problems are addressed or ignored but also how they are constructed and understood. Thus, to
be effective practitioners and change agents, it is necessary for social workers to “see power as central
to understanding and addressing social problems and human needs” (Fisher, 1995, p. 196).
At its inception, the social work profession emerged as a leader in shaping policies and programs
that improved the health and well-being of disadvantaged people and families. Social workers played
key roles in policy areas such as aid to families, Social Security, the juvenile court system, minimum
wage, and unemployment insurance (Axinn & Stern, 2012). Over time, external pressures, including
austerity-driven policies that emphasize market-based approaches to social service delivery and the
reduction of the social safety net, have limited the range of microlevel interventions and margin-
alized mezzo- and macrolevel community and policy practice (Abramovitz & Sherraden, 2016;
Reisch, 2000). Consequently, many social work educators have expressed concern that the profession
has become increasingly depoliticized and decontextualized by focusing disproportionately on
individual interventions at the expense of systematic interventions that could help individuals an ...
The document discusses the emergence of New Public Administration (NPA) in the late 1960s from the Minnowbrook Conference in 1968. The NPA rejected classical theories of public administration and advocated for social equity in addition to efficiency and effectiveness. It also questioned the relevance of traditional public administration and argued for more focus on social purposes and values rather than just economic factors. The NPA called for more client-oriented, participatory, and decentralized approaches with less bureaucracy. While social equity has gained more acceptance since NPA, it still struggles to be viewed equally alongside other core values of public administration like economy, efficiency, and effectiveness.
This document discusses classical public administrative theory and how perspectives on bureaucracy have evolved over time. It summarizes Weber's view of bureaucracy as an impersonal hierarchical system and compares it to more modern approaches that emphasize serving citizens, empathy, and allowing flexibility. The document also analyzes how reforms from 1945 to 2002 reflected different viewpoints and discusses the importance of social equity in public administration.
need an Administration-Politics Dichotomy written using these Anno.docxTanaMaeskm
need an Administration-Politics Dichotomy written using these
Annotated bibliography
Getha-taylor, H. (2008). Review of Public Personnel Administration.
Review of Public Personnel Administration,, 28
(2), 103-119.
The author demonstrates where personnel administration lies. The authors
explain
that the personnel administration lies at the very core of administrative management. The thrust should substantive and positive, and not protective and negative. The article further states that public personnel administration should not be specialized and procedural as it was emphasized in the earlier times. The issues involved in the administration system is that, it is centralized and not effectively delegated which makes it
lose
the immediate relationship with the middle and lower managers whom they serve. Besides, the model involves traditional ways of management which
focus
on a central personnel organization that dictates the rules and procedures, mainly to achieve fairness and equity in public sector organizations. Little concern is given to line functions of the organization, whether they are paving roads, providing recreational services to the citizens, fostering diplomatic services, or delivering social services to clients with a foreign country. However, this was not the original intent, as the author points out in his study of the U.S civil services (1958), central personnel functions were aimed at professionalizing the
workforce
and providing equity and fairness in distributing a public good: government jobs. Beginning in the late 1800s, the federal government and major U.S. cities.
Jurkiewicz, C. L. (2000). Public Personnel Management.
Public Personnel Management,, 29
(1), 55-74.
Public personnel administration is depicted as to contribute to the creation of an environment that values and manages diversity, managers must decide who are diversity leaders and find support for those individuals. Managing and valuing diversity in administration-public dichotomy require a team approach: therefore, managers identified for the process must recognize that leadership and management skills are seldom concentrated on individuals. The big issues in the
public
personnel administration
are
managing diversity. Organizations must assist
managers
and personnel who manage the
human
resource to learn what the objectives of the organization are with respect to diversity, then receive pertinent training that will help personnel serving the public to accomplish the government’s roles. Therefore, public personnel administration commitment should start at the top of the organization pyramid with the recognition that the bottom-up organizational effort from diverse citizens can enhance the quality of decisions. Thus, leading to more substantive and innovative policies.
Kellough, J. E., & Selden, S. C. (2003). The Reinvention of Public Personnel Administration.
Public Administration Review,, 63
(2), 165-176.
The ar.
neiljoshi_privatization of governmental services_finalpaper_Neil Joshi
The document summarizes key points from a literature review on the "hollow state" phenomenon of governments increasingly contracting out public services to private companies. It discusses factors driving privatization like ideological preferences for smaller government and economic motives. However, critics argue privatization often fails to achieve intended benefits and can reduce government control, expertise and accountability. The hollow state also blurs lines between public and private sectors in a way that may undermine democratic governance and constitutional protections.
need anAdministration-Politics Dichotomy written using these Ann.docxTanaMaeskm
need an
Administration-Politics Dichotomy written using these
Annotated bibliography
Getha-taylor, H. (2008). Review of Public Personnel Administration.
Review of Public Personnel Administration,, 28
(2), 103-119.
The author demonstrates where personnel administration lies. The authors
explain
that the personnel administration lies at the very core of administrative management. The thrust should substantive and positive, and not protective and negative. The article further states that public personnel administration should not be specialized and procedural as it was emphasized in the earlier times. The issues involved in the administration system is that, it is centralized and not effectively delegated which makes it
lose
the immediate relationship with the middle and lower managers whom they serve. Besides, the model involves traditional ways of management which
focus
on a central personnel organization that dictates the rules and procedures, mainly to achieve fairness and equity in public sector organizations. Little concern is given to line functions of the organization, whether they are paving roads, providing recreational services to the citizens, fostering diplomatic services, or delivering social services to clients with a foreign country. However, this was not the original intent, as the author points out in his study of the U.S civil services (1958), central personnel functions were aimed at professionalizing the
workforce
and providing equity and fairness in distributing a public good: government jobs. Beginning in the late 1800s, the federal government and major U.S. cities.
Jurkiewicz, C. L. (2000). Public Personnel Management.
Public Personnel Management,, 29
(1), 55-74.
Public personnel administration is depicted as to contribute to the creation of an environment that values and manages diversity, managers must decide who are diversity leaders and find support for those individuals. Managing and valuing diversity in administration-public dichotomy require a team approach: therefore, managers identified for the process must recognize that leadership and management skills are seldom concentrated on individuals. The big issues in the
public
personnel administration
are
managing diversity. Organizations must assist
managers
and personnel who manage the
human
resource to learn what the objectives of the organization are with respect to diversity, then receive pertinent training that will help personnel serving the public to accomplish the government’s roles. Therefore, public personnel administration commitment should start at the top of the organization pyramid with the recognition that the bottom-up organizational effort from diverse citizens can enhance the quality of decisions. Thus, leading to more substantive and innovative policies.
Kellough, J. E., & Selden, S. C. (2003). The Reinvention of Public Personnel Administration.
Public Administration Review,, 63
(2), 165-176.
The article portrays how.
Woodrow Wilson established the field of public administration with the goal of determining what government can and should do most efficiently. Since then, the goals and methods of public administration have changed, transforming from a bureaucratic system to one focused on transparency, efficiency, and social equity. This has refined the image of the public servant from the era of traditional public administration to the new public administration. To analyze this transition, the key differences between traditional and new public administration must be clarified.
New public management a tribute to margaret thatcherAlexander Decker
This document discusses the origins and key concepts of New Public Management (NPM) as developed by scholars in Western countries based on the principles of Margaret Thatcher. It outlines three didactic areas of governance as participation, rights to development, and democratization. The document then describes five key features of the NPM model: 1) deregulation of management structures and decentralization of budgets, 2) conversion of government departments into autonomous agencies and privatization units, 3) evaluation based on outputs rather than inputs using contracts, 4) introduction of competition and internal markets, and 5) expanding public-private partnerships and privatization. The NPM model aims to increase efficiency and accountability in the public sector.
Overview Of South African Public ManagementJessica Tanner
The document discusses the feasibility of management in the public sector as an organizational paradigm and new model for organizational development. It reviews literature exploring change management strategies from a public sector project management perspective. The literature suggests that employee participation, effective feedback, and empowering subordinate staff are crucial to transforming public organizations. The proposal hypothesizes that establishing long-term productivity advantages throughout the organization is also important.
This document summarizes research on the effect of government funding on nonprofit administrative efficiency. Some research finds that government funding can increase nonprofit administrative costs through increased bureaucracy, professionalization, and compliance requirements. However, other research finds government funding can also improve efficiency by allowing nonprofits to achieve scale. This paper aims to empirically test the relationship between public funding and nonprofit efficiency using a longitudinal dataset of nonprofit organizations.
State and society in the process of democratizationMaryjoydailo
This document discusses the relationship between states and societies in newly democratizing countries. It makes three key points:
1) In many developing countries in the 1980s, authoritarian regimes broke down and democratic rule resurged, accompanied by a resurgence of civil society groups. These state and society actors have since developed new, creative ways of interacting on policy issues.
2) Examples show societal organizations now participate in various stages of policymaking, especially at local levels of government where they help implement projects. However, inequality remains in national policy decision-making.
3) The Philippine cases studied highlight that new modes of state-society relations are possible even at national levels, through alternative policymaking aren
Introduction(Frontier of public Administration)Suzana Vaidya
1. Public administration involves implementing public policy and enforcing laws on behalf of the government. It has evolved over time from sporadic administrative functions under monarchs to a more organized bureaucracy in the 19th century.
2. The history of public administration dates back to ancient Greece, where Plato recognized the separation of management and democracy. Key figures like Machiavelli, Adam Smith, and Thomas Jefferson contributed ideas about organization, specialization, and political patronage that influenced the development of public administration.
3. Major milestones in the history of public administration include the establishment of the U.S. Civil Service Commission in 1883 to regulate political patronage, the passage of civil rights laws in the 1960s-1970
The Importance of State-Business Relations in Advancing Developmental Goals i...Abel Diale
This document discusses state-business relations in South Africa and the potential role of corporate social responsibility (CSR) in advancing development goals. It provides background on the contested role of the state in the economy and tensions between state and business. While globalization and neo-liberal reforms reduced the state's role, CSR could help business organizations position themselves as socially responsible and assist the state's development aims by addressing social needs. The document examines debates around CSR and analyzes past state-business relations in South Africa to determine if CSR could enhance cooperation between the two.
Paving the Way is part of a larger effort undertaken by the Topos Partnership and Public Works to create more constructive public dialog about public policy and economic outcomes. Promoting Broad Prosperity contains the complete findings and recommendations from this body of research.
Question 1No one entity or public servant can do a job alone. Te.docxmakdul
Question 1
No one entity or public servant can do a job alone. Teamwork, collaboration, and coordination are key elements in public service. The local government is dependent on state agencies and or neighboring jurisdictions as well as funding from the national level. Conversely, federal authorities often rely on local and state entities to manage or maintain programs at the grassroots level.
Discuss the central importance of coordination among public agencies (Chapter 4). What is it and why is it often important? What are some of the factors that might undermine or strengthen efforts to improve coordination? (As always, you can employ real-world examples to bring this concept to life.)
Question 2
Based on the reading, outline the types of grants that may be available to state and local government. Research two specific grant programs that would be available to an emergency management organization at the state or local level from another level of government. Explain the uses of the grants and the specifications for utilizing the funding. Please provide references in APA format.
Question 3
Your response to the question below should be at least one brief paragraph.
Describe the main two models of bureaucracy and elements of each model. Provide an explanation as to which model you find is most effectively used in public administration.
Question 4
Your response to each question below should be at least one brief paragraph.
a.) Identify two theories of organizational behavior and provide the key differences. (At least one paragraph)
b.) How is modern organizational theory different and provide rationale as to if it is better or worse in practice? (At least one paragraph)
Question 5
Your response to each question below should be at least one brief paragraph.
Communication and interagency coordination are crucial in emergency management.
a.) Outline the components of communication and provide a real-world example of how communication worked effectively and ineffectively between different levels of government, departments, and agencies in a crisis situation. (At least one paragraph)
b.) Provide at least one recommendation to improve communication. (At least one paragraph)
Add ( 10 on this scince advanced 10 was paid)
Response one pol-3
The relationship between the President of the United States and the American party system is one of great complexity. Unlike a Prime Minister or Parliament style government, the President is chosen from the electoral base; rather than their own political party (Wiesehomeier, 2009). This major difference can either be a good thing or a burden for a President, depending on how they lead and utilize tools at their disposal. For example, the art of flip flopping. Generally the term has a negative connotation and is used by the media to convey an unstable or lying leader. It is normal to have leaders change their positions on subjects depending on changing variables or additional information given to them af ...
Social equityThe major problem is represented by social equity ma.docxrosemariebrayshaw
Social equity
The major problem is represented by social equity making the community organization’s member of the community and ethnic setting in which manages exist in .In other words, it will imply that the community cover organization in smaller zones are to comprise a equivalent figure of smaller associates in the government, which not only does it apply to ethnic factors but also masculinity and sensual direction. Nevertheless, those governments created in this style may come across engagements amid associates and crowds. The organization is therefore is required to protect its minority while recognizing the rights of the majority in each case.Transparency
The president of the U.S. once asserted that political leaders should have both public and personal opinions. There are people with authority acts the opposite of their expectations for the advantage of the corporate (Wiesel & Modell, 2014). There are some occasions when corporates are not focusing on activities since plans termed essential would not be well accepted or understood by the community subsidy the society. The tendency towards clearness implies that officers need to walk a tinny stripe amid complete revelation and having some covert rules. It also impacts additional factors such as the inclusion and diminishing hitches of subgroups in standardized numbers.Government Restrictions
The researcher contribution to the dialog has been articulated in Lynn’s article. Historical perspective of PA scholars and practitioners who coped with failed experiments of governance in contracting, decentralization, corruption of personal and aggrandizement and need to seek balance between ability and democratic management, a legitimate role of discretion and value that should inform it, alignment of power, maintenance of constitutional and institutional responsibility with managerial initiative are some of the contents of the article. (This sentence is too long, please make it two sentences and reword it) Puhach (2019) stated that efficiency is not the main aim of the government but more importance is the values. The researcher goes on to opine that created discretion and privatized services prone to institutional risk thinness provide greater incentives to corruption.
.
Running head Annotated bibliography1Annotated bibli.docxSUBHI7
Running head: Annotated bibliography
1
Annotated bibliography
2
Annotated bibliography
Vibert Jacob
South University
Administration-Politics Dichotomy
Getha-taylor, H. (2008). Review of Public Personnel Administration. Review of Public Personnel Administration,, 28(2), 103-119.
The author demonstrates where personnel administration lies. The authors explain that the personnel administration lies at the very core of administrative management. The thrust should substantive and positive, and not protective and negative. The article further states that public personnel administration should not be specialized and procedural as it was emphasized in the earlier times. The issues involved in the administration system is that, it is centralized and not effectively delegated which makes it lose the immediate relationship with the middle and lower managers whom they serve. Besides, the model involves traditional ways of management which focus on a central personnel organization that dictates the rules and procedures, mainly to achieve fairness and equity in public sector organizations. Little concern is given to line functions of the organization, whether they are paving roads, providing recreational services to the citizens, fostering diplomatic services, or delivering social services to clients with a foreign country. However, this was not the original intent, as the author points out in his study of the U.S civil services (1958), central personnel functions were aimed at professionalizing the workforce and providing equity and fairness in distributing a public good: government jobs. Beginning in the late 1800s, the federal government and major U.S. cities.
Jurkiewicz, C. L. (2000). Public Personnel Management. Public Personnel Management,, 29(1), 55-74.
Public personnel administration is depicted as to contribute to the creation of an environment that values and manages diversity, managers must decide who are diversity leaders and find support for those individuals. Managing and valuing diversity in administration-public dichotomy require a team approach: therefore, managers identified for the process must recognize that leadership and management skills are seldom concentrated on individuals. The big issues in the public personnel administration are managing diversity. Organizations must assist managers and personnel who manage the human resource to learn what the objectives of the organization are with respect to diversity, then receive pertinent training that will help personnel serving the public to accomplish the government’s roles. Therefore, public personnel administration commitment should start at the top of the organization pyramid with the recognition that the bottom-up organizational effort from diverse citizens can enhance the quality of decisions. Thus, leading to more substantive and innovative policies.
Kellough, J. E., & Selden, S. C. (2003). The Reinvention of Public Personnel Administration. Public Administration Review,, ...
The document discusses representativeness as one of the six pillars of public administration. It argues that representativeness goes beyond just reflecting the demographics of the community and that a truly representative administration reflects the views and interests of the community it serves. It mentions that while reflecting community demographics is important, that alone does not guarantee an administration will serve the public's best interests.
A Review Public And Private Waste ManagementTracy Clark
The document reviews public and private waste management sectors and the potential for partnership between them. Through a literature review, the authors conclude that the current isolated arrangements in the industry should be replaced with vertical integration between small-scale agencies and the public sector. However, the main limitation is that the article focuses on developing countries as a whole, so the suggestions may not apply to particular cities due to complex social and political structures.
The document discusses the evolving definitions and scope of public administration as a field. It explores three meanings of "public" - as government, as provider of public goods/services, and as governance for the public interest. It argues voluntary/non-profit sector organizations exhibit both public and private characteristics, existing along a continuum of publicness to privateness. While having private initiative and funding, their role in advocacy and provision of indivisible goods means they also serve the public interest. As such, the management of voluntary organizations can rightly have a place within public administration.
The Post-Ondoy Philippine Environmental Movement: Augmented Political Opportu...Michael Roa
The document discusses the influence of civil society organizations on climate change policies in the Philippines. It outlines the political opportunity theory of social movements which argues that favorable political conditions enhance mobilization and influence over policy outcomes. The proposed research will use quantitative methods like Poisson regression to analyze the relationship between political opportunities like Typhoon Ondoy, and variables like political mobilization, organization formation, and climate policy outcomes. It will also conduct a qualitative comparative case study of recent and older climate laws to further understand the impact of issue-specific opportunities on the policy process.
Assignment 2 Community Prevention ProgramAfter hearing that a n.docxBenitoSumpter862
Assignment 2: Community Prevention Program
After hearing that a neighbor’s child, Jeremy, age seven, was sexually assaulted in the local park, the parents of Cherry Hill township decide that their community needs a program to prevent sexual abuse of their children in the future.
Prepare a presentation for the parents, providing pertinent information they might like to include in a Sexual Assault Prevention program aimed at the children in their community. Suggest the psychoeducational and supportive approaches that can be effectively used at the community level, such as in community centers, schools, and social service agencies, to provide this information to the children. Address issues of gender, diversity, and ethics in your presentation.
Submit your PowerPoint presentation to the
W2: Assignment 2 Dropbox
by
Wednesday, July 19, 2017
. Your response should be at least 5 - 6 slides and include speaker notes for each slide. In addition, make sure you have included a title slide and a reference slide.
Assignment 2 Grading Criteria
Maximum Points
Analyzed pertinent information they deem relevant to the development of a Sexual Assault Prevention program
25
Described the psychoeducational information and supportive approaches that the community can effectively use to deal with the issue of sexual abuse of children
30
Addressed the issues of gender, diversity, and ethics in the context of intervention approaches
25
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
Assignment 2 Analyzing World CulturesMedia play a very large role.docxBenitoSumpter862
Assignment 2: Analyzing World Cultures
Media play a very large role in both the development and the perpetuation of cultural elements. You may never have watched a foreign movie or even clips evaluating other cultures. In this assignment, you will explore online videos or movies from a culture of your choice and analyze how cultural elements are presented, compared to your own culture.
Complete the following:
Choose a world culture you are not familiar with.
Identify two–three online videos or movies representative of this culture. These could be examples of cultural expressions such as a Bollywood movie from India or Anime videos from Japan.
Evaluate two hours of such a video. Using the readings for this module, the Argosy University online library resources, and the Internet, research articles about your selected culture.
Select a scholarly article that analyzes the same culture presented in the videos you have observed.
Write a paper describing the cultural differences you have observed in the video. How are these observations supported by the research article?
Be sure to include the following:
Describe the videos you have watched.
Explain the main points of the videos.
Examine what stood out about the culture.
Compare and contrast the similarities and differences of this culture with your own.
Examine the ways of this culture. Is it one you would want to visit or live in?
Would you experience culture shock if you immersed yourself in this culture? Why or why not?
Support your statements with examples and scholarly references.
Write a 2–3-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
.
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This document discusses classical public administrative theory and how perspectives on bureaucracy have evolved over time. It summarizes Weber's view of bureaucracy as an impersonal hierarchical system and compares it to more modern approaches that emphasize serving citizens, empathy, and allowing flexibility. The document also analyzes how reforms from 1945 to 2002 reflected different viewpoints and discusses the importance of social equity in public administration.
need an Administration-Politics Dichotomy written using these Anno.docxTanaMaeskm
need an Administration-Politics Dichotomy written using these
Annotated bibliography
Getha-taylor, H. (2008). Review of Public Personnel Administration.
Review of Public Personnel Administration,, 28
(2), 103-119.
The author demonstrates where personnel administration lies. The authors
explain
that the personnel administration lies at the very core of administrative management. The thrust should substantive and positive, and not protective and negative. The article further states that public personnel administration should not be specialized and procedural as it was emphasized in the earlier times. The issues involved in the administration system is that, it is centralized and not effectively delegated which makes it
lose
the immediate relationship with the middle and lower managers whom they serve. Besides, the model involves traditional ways of management which
focus
on a central personnel organization that dictates the rules and procedures, mainly to achieve fairness and equity in public sector organizations. Little concern is given to line functions of the organization, whether they are paving roads, providing recreational services to the citizens, fostering diplomatic services, or delivering social services to clients with a foreign country. However, this was not the original intent, as the author points out in his study of the U.S civil services (1958), central personnel functions were aimed at professionalizing the
workforce
and providing equity and fairness in distributing a public good: government jobs. Beginning in the late 1800s, the federal government and major U.S. cities.
Jurkiewicz, C. L. (2000). Public Personnel Management.
Public Personnel Management,, 29
(1), 55-74.
Public personnel administration is depicted as to contribute to the creation of an environment that values and manages diversity, managers must decide who are diversity leaders and find support for those individuals. Managing and valuing diversity in administration-public dichotomy require a team approach: therefore, managers identified for the process must recognize that leadership and management skills are seldom concentrated on individuals. The big issues in the
public
personnel administration
are
managing diversity. Organizations must assist
managers
and personnel who manage the
human
resource to learn what the objectives of the organization are with respect to diversity, then receive pertinent training that will help personnel serving the public to accomplish the government’s roles. Therefore, public personnel administration commitment should start at the top of the organization pyramid with the recognition that the bottom-up organizational effort from diverse citizens can enhance the quality of decisions. Thus, leading to more substantive and innovative policies.
Kellough, J. E., & Selden, S. C. (2003). The Reinvention of Public Personnel Administration.
Public Administration Review,, 63
(2), 165-176.
The ar.
neiljoshi_privatization of governmental services_finalpaper_Neil Joshi
The document summarizes key points from a literature review on the "hollow state" phenomenon of governments increasingly contracting out public services to private companies. It discusses factors driving privatization like ideological preferences for smaller government and economic motives. However, critics argue privatization often fails to achieve intended benefits and can reduce government control, expertise and accountability. The hollow state also blurs lines between public and private sectors in a way that may undermine democratic governance and constitutional protections.
need anAdministration-Politics Dichotomy written using these Ann.docxTanaMaeskm
need an
Administration-Politics Dichotomy written using these
Annotated bibliography
Getha-taylor, H. (2008). Review of Public Personnel Administration.
Review of Public Personnel Administration,, 28
(2), 103-119.
The author demonstrates where personnel administration lies. The authors
explain
that the personnel administration lies at the very core of administrative management. The thrust should substantive and positive, and not protective and negative. The article further states that public personnel administration should not be specialized and procedural as it was emphasized in the earlier times. The issues involved in the administration system is that, it is centralized and not effectively delegated which makes it
lose
the immediate relationship with the middle and lower managers whom they serve. Besides, the model involves traditional ways of management which
focus
on a central personnel organization that dictates the rules and procedures, mainly to achieve fairness and equity in public sector organizations. Little concern is given to line functions of the organization, whether they are paving roads, providing recreational services to the citizens, fostering diplomatic services, or delivering social services to clients with a foreign country. However, this was not the original intent, as the author points out in his study of the U.S civil services (1958), central personnel functions were aimed at professionalizing the
workforce
and providing equity and fairness in distributing a public good: government jobs. Beginning in the late 1800s, the federal government and major U.S. cities.
Jurkiewicz, C. L. (2000). Public Personnel Management.
Public Personnel Management,, 29
(1), 55-74.
Public personnel administration is depicted as to contribute to the creation of an environment that values and manages diversity, managers must decide who are diversity leaders and find support for those individuals. Managing and valuing diversity in administration-public dichotomy require a team approach: therefore, managers identified for the process must recognize that leadership and management skills are seldom concentrated on individuals. The big issues in the
public
personnel administration
are
managing diversity. Organizations must assist
managers
and personnel who manage the
human
resource to learn what the objectives of the organization are with respect to diversity, then receive pertinent training that will help personnel serving the public to accomplish the government’s roles. Therefore, public personnel administration commitment should start at the top of the organization pyramid with the recognition that the bottom-up organizational effort from diverse citizens can enhance the quality of decisions. Thus, leading to more substantive and innovative policies.
Kellough, J. E., & Selden, S. C. (2003). The Reinvention of Public Personnel Administration.
Public Administration Review,, 63
(2), 165-176.
The article portrays how.
Woodrow Wilson established the field of public administration with the goal of determining what government can and should do most efficiently. Since then, the goals and methods of public administration have changed, transforming from a bureaucratic system to one focused on transparency, efficiency, and social equity. This has refined the image of the public servant from the era of traditional public administration to the new public administration. To analyze this transition, the key differences between traditional and new public administration must be clarified.
New public management a tribute to margaret thatcherAlexander Decker
This document discusses the origins and key concepts of New Public Management (NPM) as developed by scholars in Western countries based on the principles of Margaret Thatcher. It outlines three didactic areas of governance as participation, rights to development, and democratization. The document then describes five key features of the NPM model: 1) deregulation of management structures and decentralization of budgets, 2) conversion of government departments into autonomous agencies and privatization units, 3) evaluation based on outputs rather than inputs using contracts, 4) introduction of competition and internal markets, and 5) expanding public-private partnerships and privatization. The NPM model aims to increase efficiency and accountability in the public sector.
Overview Of South African Public ManagementJessica Tanner
The document discusses the feasibility of management in the public sector as an organizational paradigm and new model for organizational development. It reviews literature exploring change management strategies from a public sector project management perspective. The literature suggests that employee participation, effective feedback, and empowering subordinate staff are crucial to transforming public organizations. The proposal hypothesizes that establishing long-term productivity advantages throughout the organization is also important.
This document summarizes research on the effect of government funding on nonprofit administrative efficiency. Some research finds that government funding can increase nonprofit administrative costs through increased bureaucracy, professionalization, and compliance requirements. However, other research finds government funding can also improve efficiency by allowing nonprofits to achieve scale. This paper aims to empirically test the relationship between public funding and nonprofit efficiency using a longitudinal dataset of nonprofit organizations.
State and society in the process of democratizationMaryjoydailo
This document discusses the relationship between states and societies in newly democratizing countries. It makes three key points:
1) In many developing countries in the 1980s, authoritarian regimes broke down and democratic rule resurged, accompanied by a resurgence of civil society groups. These state and society actors have since developed new, creative ways of interacting on policy issues.
2) Examples show societal organizations now participate in various stages of policymaking, especially at local levels of government where they help implement projects. However, inequality remains in national policy decision-making.
3) The Philippine cases studied highlight that new modes of state-society relations are possible even at national levels, through alternative policymaking aren
Introduction(Frontier of public Administration)Suzana Vaidya
1. Public administration involves implementing public policy and enforcing laws on behalf of the government. It has evolved over time from sporadic administrative functions under monarchs to a more organized bureaucracy in the 19th century.
2. The history of public administration dates back to ancient Greece, where Plato recognized the separation of management and democracy. Key figures like Machiavelli, Adam Smith, and Thomas Jefferson contributed ideas about organization, specialization, and political patronage that influenced the development of public administration.
3. Major milestones in the history of public administration include the establishment of the U.S. Civil Service Commission in 1883 to regulate political patronage, the passage of civil rights laws in the 1960s-1970
The Importance of State-Business Relations in Advancing Developmental Goals i...Abel Diale
This document discusses state-business relations in South Africa and the potential role of corporate social responsibility (CSR) in advancing development goals. It provides background on the contested role of the state in the economy and tensions between state and business. While globalization and neo-liberal reforms reduced the state's role, CSR could help business organizations position themselves as socially responsible and assist the state's development aims by addressing social needs. The document examines debates around CSR and analyzes past state-business relations in South Africa to determine if CSR could enhance cooperation between the two.
Paving the Way is part of a larger effort undertaken by the Topos Partnership and Public Works to create more constructive public dialog about public policy and economic outcomes. Promoting Broad Prosperity contains the complete findings and recommendations from this body of research.
Question 1No one entity or public servant can do a job alone. Te.docxmakdul
Question 1
No one entity or public servant can do a job alone. Teamwork, collaboration, and coordination are key elements in public service. The local government is dependent on state agencies and or neighboring jurisdictions as well as funding from the national level. Conversely, federal authorities often rely on local and state entities to manage or maintain programs at the grassroots level.
Discuss the central importance of coordination among public agencies (Chapter 4). What is it and why is it often important? What are some of the factors that might undermine or strengthen efforts to improve coordination? (As always, you can employ real-world examples to bring this concept to life.)
Question 2
Based on the reading, outline the types of grants that may be available to state and local government. Research two specific grant programs that would be available to an emergency management organization at the state or local level from another level of government. Explain the uses of the grants and the specifications for utilizing the funding. Please provide references in APA format.
Question 3
Your response to the question below should be at least one brief paragraph.
Describe the main two models of bureaucracy and elements of each model. Provide an explanation as to which model you find is most effectively used in public administration.
Question 4
Your response to each question below should be at least one brief paragraph.
a.) Identify two theories of organizational behavior and provide the key differences. (At least one paragraph)
b.) How is modern organizational theory different and provide rationale as to if it is better or worse in practice? (At least one paragraph)
Question 5
Your response to each question below should be at least one brief paragraph.
Communication and interagency coordination are crucial in emergency management.
a.) Outline the components of communication and provide a real-world example of how communication worked effectively and ineffectively between different levels of government, departments, and agencies in a crisis situation. (At least one paragraph)
b.) Provide at least one recommendation to improve communication. (At least one paragraph)
Add ( 10 on this scince advanced 10 was paid)
Response one pol-3
The relationship between the President of the United States and the American party system is one of great complexity. Unlike a Prime Minister or Parliament style government, the President is chosen from the electoral base; rather than their own political party (Wiesehomeier, 2009). This major difference can either be a good thing or a burden for a President, depending on how they lead and utilize tools at their disposal. For example, the art of flip flopping. Generally the term has a negative connotation and is used by the media to convey an unstable or lying leader. It is normal to have leaders change their positions on subjects depending on changing variables or additional information given to them af ...
Social equityThe major problem is represented by social equity ma.docxrosemariebrayshaw
Social equity
The major problem is represented by social equity making the community organization’s member of the community and ethnic setting in which manages exist in .In other words, it will imply that the community cover organization in smaller zones are to comprise a equivalent figure of smaller associates in the government, which not only does it apply to ethnic factors but also masculinity and sensual direction. Nevertheless, those governments created in this style may come across engagements amid associates and crowds. The organization is therefore is required to protect its minority while recognizing the rights of the majority in each case.Transparency
The president of the U.S. once asserted that political leaders should have both public and personal opinions. There are people with authority acts the opposite of their expectations for the advantage of the corporate (Wiesel & Modell, 2014). There are some occasions when corporates are not focusing on activities since plans termed essential would not be well accepted or understood by the community subsidy the society. The tendency towards clearness implies that officers need to walk a tinny stripe amid complete revelation and having some covert rules. It also impacts additional factors such as the inclusion and diminishing hitches of subgroups in standardized numbers.Government Restrictions
The researcher contribution to the dialog has been articulated in Lynn’s article. Historical perspective of PA scholars and practitioners who coped with failed experiments of governance in contracting, decentralization, corruption of personal and aggrandizement and need to seek balance between ability and democratic management, a legitimate role of discretion and value that should inform it, alignment of power, maintenance of constitutional and institutional responsibility with managerial initiative are some of the contents of the article. (This sentence is too long, please make it two sentences and reword it) Puhach (2019) stated that efficiency is not the main aim of the government but more importance is the values. The researcher goes on to opine that created discretion and privatized services prone to institutional risk thinness provide greater incentives to corruption.
.
Running head Annotated bibliography1Annotated bibli.docxSUBHI7
Running head: Annotated bibliography
1
Annotated bibliography
2
Annotated bibliography
Vibert Jacob
South University
Administration-Politics Dichotomy
Getha-taylor, H. (2008). Review of Public Personnel Administration. Review of Public Personnel Administration,, 28(2), 103-119.
The author demonstrates where personnel administration lies. The authors explain that the personnel administration lies at the very core of administrative management. The thrust should substantive and positive, and not protective and negative. The article further states that public personnel administration should not be specialized and procedural as it was emphasized in the earlier times. The issues involved in the administration system is that, it is centralized and not effectively delegated which makes it lose the immediate relationship with the middle and lower managers whom they serve. Besides, the model involves traditional ways of management which focus on a central personnel organization that dictates the rules and procedures, mainly to achieve fairness and equity in public sector organizations. Little concern is given to line functions of the organization, whether they are paving roads, providing recreational services to the citizens, fostering diplomatic services, or delivering social services to clients with a foreign country. However, this was not the original intent, as the author points out in his study of the U.S civil services (1958), central personnel functions were aimed at professionalizing the workforce and providing equity and fairness in distributing a public good: government jobs. Beginning in the late 1800s, the federal government and major U.S. cities.
Jurkiewicz, C. L. (2000). Public Personnel Management. Public Personnel Management,, 29(1), 55-74.
Public personnel administration is depicted as to contribute to the creation of an environment that values and manages diversity, managers must decide who are diversity leaders and find support for those individuals. Managing and valuing diversity in administration-public dichotomy require a team approach: therefore, managers identified for the process must recognize that leadership and management skills are seldom concentrated on individuals. The big issues in the public personnel administration are managing diversity. Organizations must assist managers and personnel who manage the human resource to learn what the objectives of the organization are with respect to diversity, then receive pertinent training that will help personnel serving the public to accomplish the government’s roles. Therefore, public personnel administration commitment should start at the top of the organization pyramid with the recognition that the bottom-up organizational effort from diverse citizens can enhance the quality of decisions. Thus, leading to more substantive and innovative policies.
Kellough, J. E., & Selden, S. C. (2003). The Reinvention of Public Personnel Administration. Public Administration Review,, ...
The document discusses representativeness as one of the six pillars of public administration. It argues that representativeness goes beyond just reflecting the demographics of the community and that a truly representative administration reflects the views and interests of the community it serves. It mentions that while reflecting community demographics is important, that alone does not guarantee an administration will serve the public's best interests.
A Review Public And Private Waste ManagementTracy Clark
The document reviews public and private waste management sectors and the potential for partnership between them. Through a literature review, the authors conclude that the current isolated arrangements in the industry should be replaced with vertical integration between small-scale agencies and the public sector. However, the main limitation is that the article focuses on developing countries as a whole, so the suggestions may not apply to particular cities due to complex social and political structures.
The document discusses the evolving definitions and scope of public administration as a field. It explores three meanings of "public" - as government, as provider of public goods/services, and as governance for the public interest. It argues voluntary/non-profit sector organizations exhibit both public and private characteristics, existing along a continuum of publicness to privateness. While having private initiative and funding, their role in advocacy and provision of indivisible goods means they also serve the public interest. As such, the management of voluntary organizations can rightly have a place within public administration.
The Post-Ondoy Philippine Environmental Movement: Augmented Political Opportu...Michael Roa
The document discusses the influence of civil society organizations on climate change policies in the Philippines. It outlines the political opportunity theory of social movements which argues that favorable political conditions enhance mobilization and influence over policy outcomes. The proposed research will use quantitative methods like Poisson regression to analyze the relationship between political opportunities like Typhoon Ondoy, and variables like political mobilization, organization formation, and climate policy outcomes. It will also conduct a qualitative comparative case study of recent and older climate laws to further understand the impact of issue-specific opportunities on the policy process.
Similar to 10ADMINISTRATION & SOCIETY March 2000Peters, Pierre MUTU (20)
Assignment 2 Community Prevention ProgramAfter hearing that a n.docxBenitoSumpter862
Assignment 2: Community Prevention Program
After hearing that a neighbor’s child, Jeremy, age seven, was sexually assaulted in the local park, the parents of Cherry Hill township decide that their community needs a program to prevent sexual abuse of their children in the future.
Prepare a presentation for the parents, providing pertinent information they might like to include in a Sexual Assault Prevention program aimed at the children in their community. Suggest the psychoeducational and supportive approaches that can be effectively used at the community level, such as in community centers, schools, and social service agencies, to provide this information to the children. Address issues of gender, diversity, and ethics in your presentation.
Submit your PowerPoint presentation to the
W2: Assignment 2 Dropbox
by
Wednesday, July 19, 2017
. Your response should be at least 5 - 6 slides and include speaker notes for each slide. In addition, make sure you have included a title slide and a reference slide.
Assignment 2 Grading Criteria
Maximum Points
Analyzed pertinent information they deem relevant to the development of a Sexual Assault Prevention program
25
Described the psychoeducational information and supportive approaches that the community can effectively use to deal with the issue of sexual abuse of children
30
Addressed the issues of gender, diversity, and ethics in the context of intervention approaches
25
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
Assignment 2 Analyzing World CulturesMedia play a very large role.docxBenitoSumpter862
Assignment 2: Analyzing World Cultures
Media play a very large role in both the development and the perpetuation of cultural elements. You may never have watched a foreign movie or even clips evaluating other cultures. In this assignment, you will explore online videos or movies from a culture of your choice and analyze how cultural elements are presented, compared to your own culture.
Complete the following:
Choose a world culture you are not familiar with.
Identify two–three online videos or movies representative of this culture. These could be examples of cultural expressions such as a Bollywood movie from India or Anime videos from Japan.
Evaluate two hours of such a video. Using the readings for this module, the Argosy University online library resources, and the Internet, research articles about your selected culture.
Select a scholarly article that analyzes the same culture presented in the videos you have observed.
Write a paper describing the cultural differences you have observed in the video. How are these observations supported by the research article?
Be sure to include the following:
Describe the videos you have watched.
Explain the main points of the videos.
Examine what stood out about the culture.
Compare and contrast the similarities and differences of this culture with your own.
Examine the ways of this culture. Is it one you would want to visit or live in?
Would you experience culture shock if you immersed yourself in this culture? Why or why not?
Support your statements with examples and scholarly references.
Write a 2–3-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
.
Assignment 2 Communicating Bad News Leaders and managers often ha.docxBenitoSumpter862
Assignment 2: Communicating Bad News
Leaders and managers often have to deliver unpleasant or difficult information to other employees or other internal or external stakeholders. How well this news is delivered can affect employee relations as well as public perceptions.
Review the following scenario:
A new company claims it manufactures the best dog food in the market. It employs around 250 people worldwide. After six months in business, one of the company’s brands is found to contain harmful bacteria. Overnight, reports start pouring in from all over the country about pets falling sick, some critically. The company wants to communicate with its stakeholders through a memo before major news channels start to cover the disease.
Assume that you are an assistant to the company’s chairperson. Based on your analysis of the scenario and using the reading material covered in this module, draft two memos for the chairperson. One memo should address the board of directors and the other the company’s employees.
Make assumptions about whether it is the food product that has bacteria or if there is another explanation for the pets’ sickness.
Write a 1–2-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
.
Assignment 2 Communicating Bad NewsLeaders and managers often hav.docxBenitoSumpter862
Assignment 2: Communicating Bad News
Leaders and managers often have to deliver unpleasant or difficult information to other employees or other internal or external stakeholders. How well this news is delivered can affect employee relations as well as public perceptions.
Review the following scenario:
A new company claims it manufactures the best dog food in the market. It employs around 250 people worldwide. After six months in business, one of the company’s brands is found to contain harmful bacteria. Overnight, reports start pouring in from all over the country about pets falling sick, some critically. The company wants to communicate with its stakeholders through a memo before major news channels start to cover the disease.
Assume that you are an assistant to the company’s chairperson. Based on your analysis of the scenario and using the reading material covered in this module, draft two memos for the chairperson. One memo should address the board of directors and the other the company’s employees.
Make assumptions about whether it is the food product that has bacteria or if there is another explanation for the pets’ sickness.
Write a 1–2-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
By
Wednesday, July 19, 2017
, submit your assignment to the
M2: Assignment 2 Dropbox
.
Assignment 2 Grading Criteria
Maximum Points
Effectively utilized the tips covered in the module, to write an appropriate memo addressing the board of directors to convey the bad news.
40
Effectively utilized the tips covered in the module, to write a suitable memo addressing the company’s employees to convey the bad news.
40
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; and displayed accurate spelling, grammar, and punctuation.
20
Total:
100
.
Assignment 2 Case of Anna OOne of the very first cases that c.docxBenitoSumpter862
Assignment 2: Case of Anna O
One of the very first cases that caught Freud’s attention when he was starting to develop his psychoanalytic theory was that of Anna O, a patient of fellow psychiatrist Josef Breuer. Although Freud did not directly treat her, he did thoroughly analyze her case as he was fascinated by the fact that her hysteria was “cured” by Breuer. It is her case that he believes was the beginning of the psychoanalytic approach.
Through your analysis of this case, you will not only look deeper into Freud’s psychoanalytic theory but also see how Jung’s neo-psychoanalytic theory compares and contrasts with Freud’s theory.
Review the following:
The Case of Anna O.
One of the first cases that inspired Freud in the development of what would eventually become the Psychoanalytic Theory was the case of Anna O. Anna O. was actually a patient of one of Freud’s colleagues Josef Breuer. Using Breuer’s case notes, Freud was able to analyze the key facts of Anna O’s case.
Anna O. first developed her symptoms while she was taking care of her very ill father with whom she was extremely close. Some of her initial symptoms were loss of appetite to the extent of not eating, weakness, anemia, and development a severe nervous cough. Eventually she developed a severe optic headache and lost the ability to move her head, which then progressed into paralysis of both arms. Her symptoms were not solely physical as she would vacillate between a normal, mental state and a manic-type state in which she would become extremely agitated. There was even a notation of a time for which she hallucinated that the ribbons in her hair were snakes.
Toward the end of her father’s life she stopped speaking her native language of German and instead only spoke in English. A little over a year after she began taking care of her father he passed away. After his passing her symptoms grew to affect her vision, a loss of ability to focus her attention, more extreme hallucinations, and a number of suicidal attempts (Hurst, 1982).
Both Freud and Jung would acknowledge that unconscious processes are at work in this woman's problems. However, they would come to different conclusions about the origin of these problems and the method by which she should be treated.
Research Freud’s and Jung’s theories of personality using your textbook, the Internet, and the Argosy University online library resources. Based on your research, respond to the following:
•Compare and contrast Freud's view of the unconscious with Jung's view and apply this case example in your explanations.
•On what specific points would they agree and disagree regarding the purpose and manifestation of the unconscious in the case of Anna?
•How might they each approach the treatment of Anna? What might be those specific interventions? How might Anna experience these interventions considering her history?
Write a 2–3-page paper in Word format. Apply APA standards to citation of sources. Use .
Assignment 2 Bioterrorism Due Week 6 and worth 300 pointsAcco.docxBenitoSumpter862
Assignment 2: Bioterrorism
Due Week 6 and worth 300 points
According to the Department of Health and Human Services (2002), the nation's capacity to respond to bioterrorism depends largely on the ability of clinicians and public health officials to detect, manage, and effectively communicate in advance of and during a bioterrorism event.
Prepare a narrated presentation, using PowerPoint or other similar software, detailing a bioterrorism-related issue, analyzing the threat(s) that the bioterrorism-related issue poses.
In preparation for your presentation, research and review at least one (1) healthcare facility’s preparedness plan.
Note
: A video to help students record narration for the PowerPoint presentation is available in the course shell.
Prepare a twenty (20) slide presentation in which you:
Specify the key steps that healthcare managers should follow in preparing their organizations for a potential bioterrorism attack.
Outline at least two (2) possible early detection and surveillance strategies, and investigate the main ways those strategies may prompt timely interventions to effectively treat and diminish the impact of a bioterrorism threat.
Evaluate the specific preparation steps in the preparedness plan of a healthcare facility of your choosing.
Suggest at least one (1) possible improvement to promote early detection and enhanced surveillance.
Use at least four (4) recent (within the last five [5] years), quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Apply decision making models to address difficult management situations.
Develop policies that ensure compliance of healthcare delivery systems with current legislation.
Use technology and information resources to research issues in Health Care Operations Management
.
Assignment 2 Affirmative ActionAffirmative Action is a controvers.docxBenitoSumpter862
Assignment 2: Affirmative Action
Affirmative Action is a controversial topic in American society. People of all races, genders, and classes are divided on where they stand on Affirmative Action. However, the media has oversimplified Affirmative Action and many do not truly understand the policy and what it means for schools and employers. For this assignment, you will examine Executive Order 10925 and determine where you stand on this topic.
Review Executive Order 10925. A copy can be found at:
http://www.thecre.com/fedlaw/legal6/eo10925.htm
.
Then, write an organized short response (3 paragraphs) where you explain:
What is Affirmative Action as a social policy?
What were the goals of Affirmative Action? Has it been successful?
What are the basic arguments for Affirmative Action and what are those against it? Which side do you find the most convincing and why?
Be sure to support your answer with references to the textbook, appropriate outside resources, and your own personal experiences.
Create a response in 3 paragraphs to the discussion question. Cite sources and include references in your response. Submit your response to the
Discussion Area
by
Saturday, August 26, 2017
. Through
Wednesday, August 30, 2017
, review and comment on at least two peers’ responses.
.
Assignment 2 Audit Planning and Control It is common industry kno.docxBenitoSumpter862
Assignment 2: Audit Planning and Control
It is common industry knowledge that an audit plan provides the specific guidelines auditors must follow when conducting an external audit. External public accounting firms conduct external audits to ensure outside stakeholders that the company’s financial statements are prepared in accordance with generally accepted accounting principles (GAAP) or International Financial Reporting Standards (IFRS) standards.
Use the Internet to select a public company that appeals to you. Imagine that you are a senior partner in a public accounting firm hired to complete an audit for the chosen public company.
Write a four to six (4-6) page paper in which you:
Outline the critical steps inherent in planning an audit and designing an effective audit program. Based upon the type of company selected, provide specific details of the actions that the company should undertake during planning and designing the audit program.
Examine at least two (2) performance ratios that you would use in order to determine which analytical tests to perform. Identify the accounts that you would test, and select at least three (3) analytical procedures that you would use in your audit.
Analyze the balance sheet and income statement of the company that you have selected, and outline your method for evidence collection which should include, but not be limited to, the type of evidence to collect and the manner in which you would determine the sufficiency of the evidence.
Discuss the audit risk model, and ascertain which sampling or non-sampling techniques you would use in order to establish your preliminary judgment about materiality. Justify your response.
Assuming that the end result is an unqualified audit report, outline the primary responsibilities of the audit firm after it issues the report in question.
Use at least two (2) quality academic resources in this assignment.
Note:
Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
The specific course learning outcomes associated with this assignment are:
Plan and design a generalized audit program.
Determine the nature and extent of evidence accumulated to conduct an audit after considering the unique circumstances of an engagement.
Evaluate a company’s various risk factors and the related impact to the audit process.
Evaluate effective internal controls that minimize audit risk and potentially reduce the risk of fraud.
Use technology and information resources to r.
Assignment 2 American ConstitutionFollowing the Revolutionary War.docxBenitoSumpter862
Assignment 2: American Constitution
Following the Revolutionary War and separation from England, the need for a new government was clear. A group of men, who became known as the “nation’s founders” or Founding Fathers, developed a new government based on principles and beliefs they knew through their experiences, readings, and study. The Founding Fathers had a great deal in common with each other, including property interests, education, and extensive political experience. These common experiences and birthrights created a strong consensus about what should be incorporated into the government that would replace England’s.
Troubles developed immediately upon establishment of the United States of America with the 1781 Articles of Confederation and Perpetual Union. Economic difficulties and means of dividing power between leaders and competing interests caused conflict. The conflicts had to be resolved, and some of the Founding Fathers and others, who would come to be known as the Framers went to Philadelphia to revise the Articles of Confederation. However, it became apparent immediately that the Articles could not be revised, and therefore, they were abandoned, and the Framers set about to create a new form of government. Though the effort was eventually successful and resulted in the Constitution, there was a great deal of conflict during its development in the summer of 1787. The form of government established incorporated the ideas of diverse groups, as well as the Framers’ recognition of the need for compromise.
Research the history of the American Constitution using the Argosy University online library resources. Respond to
one
question from each of the question sets A and B.
A. Creating the Constitution
Consider the three constitutional proposals: the Virginia Plan, the New Jersey Plan, and the Great Compromise, also known as the Connecticut Compromise. If you were a delegate and without the experience of the past 200 years, which constitutional proposal would you have supported? Why?
Why do you think the framers were silent on the issue of slavery in the wording of the Constitution? What were the strengths and weaknesses of the Articles of Confederation?
What were the issues in the Constitutional Convention? Who were the Federalists and Anti-Federalists?
B. Living with the Constitution
What are the formal and informal methods of constitutional change?
How do checks and balances work in the lawmaking process today? Which current and important events do you think are examples of the success of checks and balances?
Do you think the Constitution is a relevant political document for the twenty-first century? What new amendments might be appropriate today?
Write your response to each in 150–200 words.
By
Saturday, February 4, 2017
, post your response to the appropriate
Discussion Area
. Through
Wednesday, February 8, 2017
, review and comment on at least three peers’ responses.
.
Assignment 2 A Crime in CentervaleWhile patrolling during his shi.docxBenitoSumpter862
Assignment 2: A Crime in Centervale
While patrolling during his shift, a Centervale police officer, Detective Johnson, saw two men standing on a street corner. Johnson observed the two proceed alternately back and forth between the street ahead and the corner, pausing and returning to conference. Detective Johnson found this strange as the Love's Jeweler shop was down the street. The two men repeated this ritual alternately three to four times, which appeared as if they were looking out for someone or were about to steal something. Detective Johnson saw a third man approach and handing something to one of the two men, which he stuffed into his pocket.
Detective Johnson approached the three men and identified himself as a policeman. He saw the man that stuffed the item in his pocket place his hand in his pocket again. Detective Johnson kept his eyes on the man and asked their names. Before they could answer, the detective turned the man around, patted down his outside clothing, and felt a hard object. The man objected saying, "Hey man, you can't do that. I have rights. I want my lawyer." Detective Johnson sneered, "Oh! you'll get your lawyer." Upon feeling the object, the officer removed his gun and asked the three to raise their hands and place them on the wall. The officer patted each man down and found a gun in the pocket of one man. He removed the jacket of another man and found a diamond ring in the inside pocket. The third man did not have anything in his pockets.
The three were taken to the police station and charged with grand theft and burglary. One of the men was also charged for carrying a concealed weapon. Detective Johnson ran the information concerning the gun and found that it matched the gun related to an aggravated battery and rape case from a year ago. The detective questioned Danny, the man who had the gun. At first, Danny did not want to say anything, but the detective continued questioning him. After three hours, Danny confessed to the aggravated battery and rape case. He denied being involved in the grand theft and burglary.
Danny had a first appearance in the court within three days, whereupon he is appointed an attorney but denied bail. Danny does not see his attorney until the next court appearance. The attorney asks what he wants to do and Danny said, "I want to fight it man." The attorney tells Danny, "That's not going to work; the DA is offering you a good deal if you plea." Over the objection of the victim in the court, the DA offers Danny probation if he testifies against the other two in the burglary case. The DA wants the other two to be sentenced to ten years in that case. While shaking his head, Danny pleads guilty above the cries of the victim. The DA asks the judge to hold off on sentencing until after he testifies in the other trial.
After Danny testifies against the other two defendants and they are sentenced to ten years, Danny goes back to the court. The judge, not agreeing with the deal, decides to sent.
Assignment 2 (RA 1) Analysis of Self-ImageIn this assignment, yo.docxBenitoSumpter862
Assignment 2: (RA 1): Analysis of Self-Image
In this assignment, you will identify and discuss factors that contribute to self-image during middle childhood and adolescence.
Write a 6-page research paper on factors influencing self-image during middle childhood and adolescence.
Tasks:
Conduct a review from professional literature—articles from peer-reviewed journals and relevant textbooks—on the factors influencing self-image during middle childhood and adolescence. Topics to consider include:
Family constellation
Risk and protective factors
Various aspects of cultural identity
Physical characteristics
Social interactions with peers
.
Assignment 1Write a 2-3 page outline describing the health to.docxBenitoSumpter862
Assignment
1:
Write a 2-3 page outline describing the health topic you’ve been assigned and develop a justification/rationale for an educational intervention.
Assignment
2:
Develop a graphic organizer for their topic.
The Graphic Organizer is intended to provide visual cues to enhance learning.
The graphic organizers should be included with your unit plan.
.
assignment 1The idea of living in a country where all policy sh.docxBenitoSumpter862
assignment 1
The idea of living in a country where “all policy shall be based on the weight of evidence” seems unreal for me. However this idea does not seems so crazy for Neil deGrasse Tyson, who believes this idea could work in a country. But could it really work?
The ‘Rationalia’ proposal is about that every idea need to be based on something. It means everything has to follow a process which is gathering data, observation, experimenting and having a conclusion. For a policy to get approved it needs to have the weight of evidence to support it, if it does not have it, then it will not get approve. I found it very interesting how white supremacy supported African slavery and how there was an effort to restricted the reproduction of other races. I feel like this would turn into a chaotic country because there are so many things that science cannot explain, scientist have theories only. Like most of the ancient civilization that had big constructions, ex: The Incas in Peru, there is no explanation for how the Machu Picchu ruins were constructed, or like the Pyramids in Egypt. As the scientist keep researching, new theories originate and no conclusion is made.
I do not think religion has all the answers also. Why were women not able to touch their husbands or feed their animals while menstruating? Why a women would be considered contaminated or not pure base on something as normal as menstruation. Or the idea of it is okay for men to have multiple wives but it was not okay for women to get married twice? I do believe that there is a God, but the idea of the men been superior in both science and religion makes me feel frustrated as a woman. It would be very difficult for a country to be ruled by science or by God only. I feel that there should always be a balance between science and religion, even though both want to compete with each other and have the ultimate opinion. There are somethings that I disagree with both of them. There is no need to keep fighting against each other, even the pope supported the scientific view of evolution, and as the article “Nonoverlapping Magisteria” by Stephen Jay Gould said “The Catholic Church had never opposed evolution and had no reason to do so”. For some people like me, science and religion go together.
assigment 2
In the first reading “Reflections on Rationalia” by Neil deGrasse Tyson, Tyson discusses an idea of developing a virtual world in which all its policies have to be founded based on evidence, meaning that the state would be undergoing constant research, forming a foundation for its government and how its citizens should think. Within the proposal for the new state, Tyson says that a great amount of funding will be given to the continued study of the human sciences, along with extensive training for the young to learn how to obtain, analyze and gather conclusions on data, and citizens would have the freedom to be irrational, simply no policies will be made with.
Assignment 1Recognizing the Role of Adhering to the Standar.docxBenitoSumpter862
Assignment 1:
Recognizing the Role of Adhering to the Standard of Care
When providing health care, there are standards of care which a reasonably prudent provider should follow. Providers at all levels are held to these standards of care. Failure to provide competent care to your patients will put you at risk for malpractice. Remaining current with the evidenced-based guidelines and providing optimal care will minimize the risk of liability.
For this Assignment, you will create a PowerPoint presentation that explains any legal implications that exist for failure to adhere to a standard of care, the key elements of malpractice, and compare the differences in malpractice policy options.
To prepare:
Consider the importance of using professional resources such as the National Guideline Clearinghouse to guide care delivered
Create a PowerPoint presentation no more than 15 slides in length that addresses the following:
Identify and explain any legal implications that exist for failure to adhere to a standard of care
Identify and explain the key elements of malpractice
Compare the differences in malpractice policy options
.
Assignment 1Argument MappingWrite a four to five (4-5.docxBenitoSumpter862
Assignment 1:
Argument Mapping
Write a four to five (4-5) page paper in which you:
(
Note:
Refer to Demonstration Exercise 3 located at the end of Chapter 1 for criteria 1-3.)
1.
Create an argument map based on the influence diagram presented in Case 1.3 and complete all the criteria provided in the exercise, beginning with this claim: “The U.S. should return to the 55- mph speed limit in order to conserve fuel and save lives.”
2.
Include in the map as many warrants, backings, objections, and rebuttals as possible.
3.
Assume that the original qualifier was
certainly;
indicate whether the qualifier changes as we move from a simple, static, uncontested argument to a complex, dynamic and contested argument.
(
Note:
Refer to Demonstration Exercise 3 located at the end of Chapter 8 for criterion 4.)
4.
Apply the argument mapping procedures presented in Chapter 8 to analyze the pros and cons (or strengths and weaknesses) of the recommendations that the United States should
not
intervene in the Balkans.
(
Note:
Refer to Demonstration Exercise 4 located at the end of Chapter 8 for criteria 5-7.)
Demonstration exercise 3 chapter 1
Create an argument map based on the influence diagram presented in Case 1.3. Begin with the following claim: “The United States should return to the 55 mph speed limit in order to conserve fuel and save lives.” Include in your map as many warrants, backings, objections, and rebuttals as you can. Assuming that the original qualifier was certainly, indicate whether the qualifier changes as we move from a simple, static, uncontested argument to a complex, dynamic, and contested argument
Influence diagram presented in case 1.3
CASE 1.3 THE INFLUENCE DIAGRAM AND DECISION TREE—STRUCTURING PROBLEMS OF ENERGY POLICY AND INTERNATIONAL SECURIY
Along with other policy-analytic methods discussed earlier in this chapter (Figure 1.1), the influence diagram and decision tree are useful tools for structuring policy problems.52 The influence diagram (Figure C1.3) displays the policy, the National Maximum Speed Limit, as a rectangle. A rectangle always refers to a policy choice or decision node, which in this case is the choice between adopting and not adopting the national maximum speed limit of 55 mph. To the right and above the decision node are uncertain events, represented as ovals, which are connected to the decision node with arrows showing how the speed limit affects or is affected by them. The rectangles with shaved corners represent valued policy outcomes or objectives. The objectives are to lower fuel consumption, reduce travel time, reduce injuries, and avert traffic fatalities. To the right of the objectives is another shaved rectangle, which designates the net benefits (benefits less costs) of the four objectives. The surprising result of using the influence diagram for problem structuring is the discovery of causally relevant economic events, such as the recession and unemployment, .
Assignment 121. Create a GUI application that contains textboxes.docxBenitoSumpter862
Assignment 12
1. Create a GUI application that contains
textboxes
for first name, last name and title. The app should also contain one button (with the text "Format!"). Once a user filles in textboxes and clicks the button the user-entered info should be displayed in a
label
formatted with one space between the title, first name, and last name.
2. Create a GUI higher/lower guessing game that lets a user guess a number between 1 and 111 (you can either randomly assign the secret number or hardcode it). Let the user enter his/her guess in a
textbox
then click a Submit button to submit his/her guess. If the guess is too low change the form color to YELLOW. If the guess is too high change the form color to BLUE. If the guess is correct change the form color to GREEN and display the number of guesses it took.
.
Assignment 1.3 Assignment 1.3 Article Review Read the article .docxBenitoSumpter862
Assignment 1.3
Assignment 1.3 Article Review
Read the article Social Service or Social Change, available in attachments. Review this article, using the Article Review format provided. Please note there are three sections of an article review.
The first is a brief summary of the article. The second, the Critique, is
about
your opinion of the information presented in the article, and the third, the Application, is about how you might use this information in the future. The Article Review template is located in attachments.
.
Assignment 1Answer the following questions concisely (no.docxBenitoSumpter862
Assignment 1
Answer the following questions concisely (no more than half a page per question)
1.
What is the National Prevention Strategy and who is responsible for it?
2. What are the differences among community health, population health, and global health?
3. Which federal department in the United States is the government’s principal agency for protecting the health of all Americans and for providing essential human services, especially to those who are least able to help themselves? What major services does this department provide?
4. How do state and local health departments interface?
5. What significance do you think Healthy People 2020 will have in the years ahead?
.
Assignment 1 Victims’ RightsThe death penalty is one of the mos.docxBenitoSumpter862
Assignment 1: Victims’ Rights
The death penalty is one of the most controversial topics in the criminal justice system. In the US criminal justice system, the government represents the victim. At the time of sentencing, many states allow victim impact statements. There are additional issues to consider in the application of the death penalty. Some of these issues are race, age, and cost.
Use the Argosy University Online Library resources to research the role of the victims in sentencing a defendant.
Submission Details:
By
June 28
, 2017
, post your responses to the following topics to this
Discussion Area
.
Discuss what you learned, focusing on such topics as racial disparity, juveniles, and victim impact statements. Be sure to cite your sources of information in the APA style.
Describe a specific case you learned about in the news where victims' rights figured prominently (either in a positive or in a negative way).
.
Assignment 1 Unreasonable Searches and SeizuresThe Fourth Amend.docxBenitoSumpter862
Assignment 1: Unreasonable Searches and Seizures
The Fourth Amendment to the US Constitution protects citizens' rights to be free from unreasonable governmental intrusion. The text of the amendment reads: "The right of the people to be secure in their persons, houses, papers, and effects, against unreasonable searches and seizures, shall not be violated, and no Warrants shall issue, but upon probable cause, supported by Oath or affirmation, and particularly describing the place to be searched, and the persons or things to be seized."
There are many legal safeguards in place to ensure that police officers interfere with citizens' Fourth Amendment rights under limited circumstances. In Centervale, there have been several citizen complaints about Fourth Amendment violations by the local police department. The Centervale chief of police, Charles Draper, has determined that the behavior of some police officers reveals a lack of consistent understanding of the criminal justice concepts dealing with the Fourth Amendment prohibition against unreasonable searches and unreasonable seizures.
Submission Details:
By
Monday
, post to the
Discussion Area
your response to the following:
Explain what constitutes an unreasonable search or seizure.
Use examples to support your response.
Explain how the exclusionary rule and fruit of the poisonous tree apply.
.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
10ADMINISTRATION & SOCIETY March 2000Peters, Pierre MUTU
1. 10 ADMINISTRATION & SOCIETY / March 2000
Peters, Pierre / MUTUAL EMPOWERMENT 11
Peters, Pierre / MUTUAL
EMPOWERMENTADMINISTRATION & SOCIETY / March
2000
Many contemporary reforms of the public sector advocate
empowerment as a solution for many of the problems of
governing. The difficulty arises when different groups—clients,
lower-level officials, senior officials, and local communities —
are all the subject of empowerment. Attempts to enhance the
power of all these players in the policy process is argued to
create the probability of political conflict, and this is
demonstrated with a set of examples. Efforts at empowerment
further may be the sources of substantial disillusionment and
possible alienation when it becomes apparent that all groups
cannot be empowered at once.
CITIZENS VERSUS THE
NEW PUBLIC MANAGER
The Problem of Mutual Empowerment
B. GUY PETERS
University of Pittsburgh/University of Strathclyde
JON PIERRE
University of Gothenburg
One of the powerful ideologies growing up throughout the
public sector during the contemporary period of administrative
reform (Aucoin, 1996) has been that of empowerment. In
democratic societies, the term empowerment has positive
connotations, appearing to promote more directly democratic
forms for governing and opening organizations to the influences
of its members. As with so many terms of this sort,
empowerment is often used to mean exactly what each speaker
or writer wants it to mean and in the process has become
debased. Empowerment is used in any
3. reference to the public in general (see Sorenson, 1997). The
idea is that government has
becometooremote,toobureaucratic,andtoohierarchicaltobeaccept
able in democratic regimes. The argument of the empowerment
advocates is
thatpeopleshouldbeempoweredtomakemoredecisionsabouttheiro
wn
lives,whetherthatpoweristobeexercisedasindividualsorasmember
sof communities.2 Furthermore, it is argued that the state must
cease acting in loco parentis for perfectly competent adult
citizens.3 This power relationship between citizens and
government is especially evident in social
serviceagenciesinwhichthetypicalroleoftheserviceworkeristocont
rolas well as to benefit the client (Handler, 1996).
Programs for citizen involvement stress the need to make
government more accessible to the public and to grant citizens,
and clients, greater influence over policy.4 In particular, this
view of government argues that representative (“aggregative”)
institutions are inadequate to involve the
publicandthereforeintegrativeinstitutionspermittingdirectpartici
pation and influence are needed. As one definition describing
the program of empowerment for citizens and clients in
Denmark (see also Hoff, 1993) expresses the point,
Empowerment means transforming individuals into citizens; that
is increasing the ability of each individual to internalize a
holistic perspective on societal governance. . . . The keyword in
designing democratic institutions which serve the integrative
aspects of empowerment is participation. (Sorenson, 1997, p.
557)
Similarly, Britain, Burns, Hambleton, and Hoggett (1994)
describe empowerment and high quality democracy as “lying in
the existence of an informed, organized and confident citizenry
engaged within the public
spherewherenovoicesareexcluded”(pp.269-
270).Theseideashavebeen spreading beyond their usual locales
in the industrialized democracies to become part of reform
4. efforts in other countries, where “civic empowerment” of those
with “little previous experience with participation” is stressed
(Abers, 1998, pp. 511-512). The empowerment of citizens also
has become part of the agenda for some international
organizations seeking more fundamental change in less
developed countries (Timberg, 1995).
One way in which this version of empowerment has been
expressed is “consumerizing” the public sector, although even
here there are a multiplicity of meanings as became apparent
when examining Germany, the United Kingdom, and the United
States (Hood, Peters, & Wollmann, 1996). Governments are said
to need to treat the public more as customers than as clients and
to learn how to listen to what people want, as well as to
makedecisionsaboutwhattheywillget.Forexample,atthemoreextre
me end of the spectrum of involvement, citizens, in their role as
parents and residents as well as citizens, have been gi ven the
opportunity to manage schools and housing estates, rather than
leaving that to public managers (Birchall, Pollitt, & Putman,
1995; Hess, 1994). At a less extreme level of citizen
empowerment, there are a variety of devices that permit citizens
to participate in open hearings, in more dialogical and
deliberative settings for decision, in coproduction, and at a
minimum to have their complaints about government taken more
seriously than in the past (Roberts, 1997; Tritter, 1994). All of
these devices are designed to grant the citizen a more direct and
meaningful role in making and implementing public policy; in
other words, they are directed at empowering citizens.
Government employees. The second group to be granted
increased power through empowerment are employees of public
organizations, especially workers at lower echelons within these
organizations. This is really an old idea, going back to the
human relations approach to management and the assumption
that employees would work harder and better if they were
provided more opportunities for involvement in their
organizations.Involvementandempowermentthereforehasthepote
ntialtobemanipulative, but once the genie of empowerment is let
5. out of the bottle it may be difficult to contain. In more recent
times, empowerment often has been intended less as
manipulation and more as a genuine means of improving the
working lives of employees and has been found in private as
well as public-sector management (Kernaghan, 1992).
The idea of empowerment has been adopted as one component
of the contemporary reforms of management in and out of the
public sector. At its simplest, empowerment has been
manifested in the “quality movement,” with quality circles and
similar mechanisms being one way to give groups of workers
greater control over their organizations and their jobs
(Bouckaert & Pollitt, 1993; Swiss, 1992). For example,
speaking more
abouttheprivatethanthepublicsector,VogtandMurrell(1990)arguet
hat “quality teams, whether they are part of the formal
organizational structure or temporary, are at the heart of
empowerment” (p. 96).
Empowerment has also been central to reforms in the public
sector in North America. Programs such as PS 2000 in Canada
(Tellier, 1990) and the Gore Report in the United States (Peters
& Savoie, 1996) have placed the idea of empowering employees
at the core of the change process. For example, the PS 2000
program in Canada argued that
empowerment asks employees to assume responsibility for
change and to be accountable for their actions within an
environment which accepts a degree of risk-taking and
acknowledges intent as well as results. (Tellier,
1990, p. 52)
This emphasis on involving employees in their organizations
continues with the most recent round of public-sector reform in
Canada, La Releve, and its attempts to renew the vitality of
public service (Privy Council Office, 1997).
Even some aspects of the managerial reforms in New Zealand,
Australia,andtheUnitedKingdomhavesoughttogivemanagersgreat
erautonomy
tomakedecisions,eveniflowerechelonworkersmaynotbeempowere
6. dinthe process (Ranson & Stewart, 1994, pp. 242-268). Also,
the project of renouveau in the French state under Michel
Rocard stressed the need to enhance “participation and
experimentation” by public managers and to remove barriers to
their exercising power (see Bezes, 1999; de Closets, 1989).
Scandinavian public management has traditionally been more
participatory than that of most other countries, but even there
some reforms have been in the direction of enhanced
involvement for public employees (Gustafsson, 1987). In all
these various guises, empowerment simply means permitting
employees to make more decisions on their own, without
reference to superiors or to formal rules, with the assumption
that these employees know best their local conditions and the
needs of their clients.
Speaking of Canada, as well as of his own government in
Australia, John Hart (1998) argues that empowerment is perhaps
the most basic of the reforms of government in the past several
decades. He argues that
empowerment is much more than delegation. In the words of the
Public Service 2000 task force report, it “encourages managers,
supervisors and employees to try new ways of achieving goals,
motivating them to be creative and innovative in improving the
service they deliver. Empowerment asks employees to assume
responsibility for change and to be accountable for their actions
within an environment which accepts a degree of
risktakingandacknowledgesintentaswellasresults.”...Empowerme
nt,more than any other of the doctrinal components of New
Public Management, reaches deep into the managerial
psychology. (p. 289)
Inallthesecases,empowermentisameansof“breakingthroughburea
ucracy” (Barzelay, 1992) and permitting the public employees
to have greater influence over their working lives.
Subnational government. The third target for empowerment is
subnational governments. The argument is that central
governments have, through grants and intergovernmental
regulations, tended to homogenize policy and stifle creativity in
7. these lower echelons of government. In this arena,
empowerment may be discussed as “decentralization” or
“devolution” of powers. The 1980s and 1990s have been
remarkable in the way in which previously highly centralized
regimes such as France and Spain have begun to devolve power
to lower levels of government (Loughlin & Mazey, 1995).
Although the nation-state remains the principal actor in Europe,
the increasing importance of “Europe of the Regions” points to
this form of empowerment (Le Gales & Lesquesne, 1998).
The fundamental idea is, however, the same and
decentralization simply empowers decision makers of local or
regional governments to make decisions that better match their
own needs and capabilities, perhaps within a broad, national
framework. For example, speaking primarily in
thecontextoftheUnitedKingdom,FosterandPlowden(1996)argueth
at
local services are better delivered if the local communities
served are involved in the provision and production process
through empowerment. Community policemen are more
effective in maintaining law and order, because they are able to
involve more members of the community. . . . Finally,
empowerment may revitalize democracy by motivating more
people to care enough about their local community to vote or
even stand for election. (p. 129)
Oneillustrationofthismovementisthecontemporarydebateoverwel
fare reform in the United States, with the national plan for
policy change returning much greater power and responsibility
to the individual states (Beaumont, 1996; Hills, 1998). The
older welfare system already was becoming a patchwork of state
waivers, but the emerging system more explicitly grants powers
to the states, for good or for ill. There is also an indwelling
assumption that this form of empowerment will, in the long run,
also empower the former recipients of welfare benefits. Indeed,
some of the political rhetoric discusses the requirement for
work in the programs as a form of empowerment.ASSESSING
EMPOWERMENT
8. Although a powerful idea from a strictly political perspective,
the
empowermentoftheseseveralgroupsinsocietyraisesanumberofrela
ted political and administrative issues. The most obvious and
most important
considerationisaccountability.Empoweringclientsandworkersinp
ublic organizations may appear democratic, but in some ways it
is profoundly antidemocratic. Empowerment appears to create
the problem of ensuring
thatpoliciesaremadeanddeliveredinaccordancewiththepublicinter
est, defined rather broadly, and in accordance with the
intentions of legitimate decision makers.5 Allowing clients
excessive power over decisions affecting them risks
unnecessary spending of public money and the familiar problem
of “capture” of regulators by the regulated interests (Wood &
Waterman, 1995). One of the standard prescriptions for making
environmental and economic regulation in the United State more
effective is to permit regulators more personal discretion, but
with that discretion also
maycomesomeerosionofthepolicygoalsselectedbytheir“principals
.”6
Similarly, empowering lower echelon workers to make more
decisions on their own authority presents risks of spending
public money unwisely and unfairness to clients based on who
their caseworker might be. In addition to ensuring a sympathetic
hearing for their clients, government organizations also have
responsibilities to the public as a whole (in their role as
taxpayers if nothing else), as well as to other clients who
deserve equal treatment. Furthermore, advocates of
empowerment assume that clients will get a better deal if there
is greater latitude for lower echelon
workers;theyappeartoforgetsomeoftheextremelynegativeexperien
ces of lower status citizens with discretion exercised by public
organizations such as the police (Geller & Toch, 1996).7
Governing always implies balancing competing values, and that
requirement becomes extremely clear
9. whenoneconsidersthepotentialeffectsofempowermentongovernm
ent.
There is often a good deal of naivete, or hypocrisy, in the
debate over empowerment, especially the empowerment of
subnational governments. It is not clear how decisions made by
public officials in a state capital, or even a city hall, are any
less bureaucratic and intrusive than are similar
regulationsmadeinWashingtonorStockholm.8Thecontentofthereg
ulations made may be different in the different states and
localities, but that does not imply that they will be superior.
This skepticism over devolution
isespeciallyrelevantgiventhattherootcausesofsomeofthepolicypro
blems being devolved, for example, poverty, reside more at the
national or international levels than at state and local levels.
Devolution of power to local communities may be good politics,
but it is less apparent that it is necessarily good public policy.
Another problem that empowerment raises is coordination. If
organizations,theiremployees,andsub nationalgovernmentsarealle
mpowered to make policy decisions relatively autonomously,
then it will be
increasinglydifficulttoproduceanycoherenceinpublic-
sectordecisionmaking. It can be argued that coordination in
government is often overvalued (Bendor, 1985; Landau, 1969)
but, in an era of scarce financial resources and citizen
grumbling about inefficiency, creating any more incoherence
within the public sector is probably not desirable. Therefore, the
creation of more public organizations through programs such as
Next Steps and then empowering their employees to make more
autonomous decisions
raisessignificantquestionsaboutthestyleofgovernancethatisbeings
upplied (Peters, 1996).
THE VIEW FROM THE STREET
The decentralization, deconcentration, and devolution of
authority
fromthestatetolocalgovernmentsdescribedabovecomesaliveprima
10. rily in the exchange between the public bureaucracy and its
clients at the local level of government. However, these reforms
per se do not change the exchange between the state and civi l
society; they merely authorize or enable local governments to
organize the exchange according to their preferences rather than
those of central government. Put differently, although these
reforms are vertical by nature (Gurr & King, 1987; King &
Pierre,1990),they,bythemselves,donotalterthehorizontaldimensio
nof public-private interaction at the local level.
Thegreaterautonomyaccordedlocalgovernmenthasprobablyrevital
ized and politicized the local debate among politicians,
managers, and professional bureaucrats on how to organize the
interface between local bureaucracy and its citizens. The
decentralized and less regulated system of government offers
better opportunities for professional norms to guide the
exchange between street-level bureaucrats and their clients than
did
theprevioussystem(Ashford,1990).Increasingbureaucraticdiscreti
onis
alsoanintegralcomponentofthenewmanagerialism,displacingdecis
ion
makingfrompoliticianstothebureaucracyandfromhighertolowerec
helons of the bureaucracy (Zifcak, 1994).
We can find examples of empowerment in most advanced
Western democracies. In Germany, the concept of Bürgernähe
(closeness to citizens) has become a catchword for much recent
administrative reform (Derlien, 1995a, 1995b). In the
Scandinavian countries, so-called
thirdsectorinitiativesaimatbringingvoluntaryassociationsintothep
rocessof public service production and delivery, thus creating a
new interface between the state and civil society. In the United
Kingdom, Australia, and New Zealand (among other places), the
new managerialism is manifested in new public management
that aims both at making the public bureaucracy more customer-
oriented and at strengthening the position of citizens relative to
the public sector (Hood, Peters, & Wollmann, 1996).
11. These changes at the institutional level have had repercussions
on the intraorganizationallevel,particularlytheface-to-
faceinteractionbetween the public bureaucrats and their clients.
Bureaucrats have gained greater discretion and autonomy but at
the same time also face greater financial responsibilities. More
important, however, the recent managerial reforms have
highlighted the organizational dilemma between control over
some aspects of the behavior of lower echelon employees on
one hand and the need for discretion at these same levels on the
other. How can supervisors provide simultaneously for greater
discretion and for enhanced financial controls, greater controls
over fraud, waste, and abuse, and higher quality standards?
Furthermore, how can they provide for all those positive
outcomes in an era in which the public service itself is
becoming deinstitutionalized and populated by larger numbers
of noncareer employees who lack a public service ethos?
There are several factors underscoring the importance of
discretion in this type of bureaucracy. First, the meeting
between a client and a professional public employee is to a
significant extent a matter of balancing the
personalintegrityoftheclientagainstthebureaucracy’sneedforinfor
mation in order to be able to make correct decisions on which
services to offer. Citizens are legally entitled to have their
exchange with a public bureaucracy conducted in strict
confidence. For instance, to show that he is qualified for certain
types of public financial support, the client must present
information about his life situation that is highly personal by
nature. It is vital to the client that this information is not made
available to persons other than those directly involved in
handling the matter.
Second,discretionisalsoimportantforthebureaucracyasanorganiza
tion. Delivering social services in an efficient and effective
manner
presupposesthattheservicesareadaptedtoindividualneeds.Relying
strictly on routinized decision making makes the service ill -
attuned to individual needs and hence less likely to attain its
12. objectives. The real difficulty arises in determining just how
attuned to individual needs the service should be and therefore
just what the boundaries of acceptable discretion are. There are
numerous stories about regulatory creep in which the gradual
accretion of decisions creates a common law about what an
individual bureaucrat can or cannot do (see Handler, 1996).
Over time, this accumulation of individual decisions may create
patterns of implementing policy that vary markedly from
legislative intent for the program.
Finally, in addition to the bureaucratic rules about how public
services should be provided to citizens, there also exist
elaborate professional norms about how the bureaucrat should
conduct his or her job. Independence from detailed rules, and
from control from senior levels of the bureaucracy, is necessary
for the bureaucrat to be able to exercise his or her professional
judgment. To be sure, without substantial discretion already the
bureaucracy would not need to hire skilled and professional
staff because handling virtually all matters in the organization
would be guided by standardized rules. That Weberian ideal of
the bureaucracy is
almostneverachieved,however,andadministrativejobsretainsubsta
ntial discretion.
Astheknowledgeablereaderhasalreadyobserved,thisdilemmabetw
een
organizationalcontrolandprofessionaldiscretionisdirectlyrelatedt
othe
conceptofstreetlevelbureaucracydescribedbyLipsky(1980)andoth
ers. Street-level bureaucracies are public-sector organizations
whose services are delivered through direct communication
between the bureaucrat and
theclient,somethingthatclearlysetsthemapartfromothergroupsofp
ublic employees (Piven & Cloward, 1977). Typical street-level
public services include the police, teachers, social workers, and
health workers, and also some regulatory employees. The
defining characteristic of streetlevel bureaucrats is that they
daily “grant access to government programs
13. andprovideserviceswithinthem”(Lipsky,1980,p.3).Also,asaresult
of their direct and immediate contact with their clients, street-
level
bureaucratsareespeciallyinclinedto“puttheclientfirst”andtosideps
ychologically with the client against the formal norms of
bureaucracy.
Street-level bureaucracies frequently witness coalitions
evolving between clients and bureaucrats. Obviously, it is not a
coalition held together by similar interests (at least not in the
short term9) but rather by
theprofessionalnormsofthebureaucratthatinducehimorhertogivep
rimary consideration to the needs of the clients and not to
organizational rules about restrictive use of the bureaucracy’s
financial resources, standardization of the handling of these
matters, or even long-term objectives stated by managers of the
bureaucracy. Although the client gets better service and perhaps
more benefits from this bargain, the professional
receiveslargelythepsychicsatisfactionofhavingdonethejobinaprof
essional manner. This coalitional behavior, however, depends
on bureaucrats having professional norms, coming from social
work, law, or some other profession; in some senses, the true
Weberian might attach primacy to the interests of the
organization.
Some might argue that this conflict between a client orientation
and professional norms on one hand and responsiveness to
organizational management and objectives on the other is a
false dichotomy. It is often in
theinterestsofthebureaucracytodeliverservicesadaptedasmuchasp
ossible to each individual’s needs. Also, street-level bureaucrats
are controlled by higher echelons of the bureaucracy, by formal
rules, and also—and arguably more important—by the special
organizational culture of a public bureaucracy (Morgan, 1997).
However, what does appear to make street-level bureaucracies
special is the joint effect of lower level discretion and
professionalism. Discretion gives the bureaucrat the
maneuvering space needed to be able to conduct this work
14. according to professional norms and standards, rather than
organizational rules and procedures. Unlike the latter,
professional norms look unilaterally at which measures and
modi operandi are in the best interest of the clients and pay
minimal attention to budgetary consequences of this exchange
with clients.
As public bureaucracies in most Western democracies have had
to cut back significantly on expenditures, and as a market-based
approach to public services has quickly gained ground in the
public sector, the result has been an increasing opposition to the
organization from street-level bureaucrats. This opposition has
in many areas of public service been fueled by the rapidly
growing problems facing most bureaucracies in social welfare
services. One source of opposition is supervisors of the street-
level bureaucrats. Middle managers of the public bureaucracy
are the ones most directly responsible for conveying
organizational goals to the lower level employees.10 Thus, in
the eyes of the street-level bureaucrats, the supervisors come to
epitomize bureaucratic hierarchy, something which is in obvious
conflict with the self-image of the professional street-level
bureaucrat.
Another target for opposition for the street-level bureaucrats is
organizational rules. These rules express organizational
objectives and modi operandi. Also, the delegation of authority
from higher to lower levels of the bureaucracy is often
accompanied by a delegation of financial responsibility. For a
professional street-level bureaucrat, these are ideas that do not
rhyme well with professional ideals. For instance, a social
worker caring about the bottom line is hardly compatible with
identifying with the client. Although the intraorganizational
delegation of financial responsibility increases cost awareness
at the street level and places economic decision making at the
operative level of the organization, it may also create confusion,
frustration, and paralysis among street-level bureaucrats.
Interestingly, the long-term outcome of this situation may well
be a deprofessionalizationofthestreet-
15. levelbureaucracy.Thestreet-levelpersonnel will—consistent with
their professional training and ideals— maintain a client-
oriented approach to their tasks. In times of budgetary cutbacks,
they may also develop an “us-versus-them” coalition with their
clients and disregard policies and objectives formulated by
higher echelons of the bureaucracy. Although this stance will
fulfill one of the canons of professionalism, putting the interest
of the client first, it will tend to undermine the position of these
employees within the organization and
lessentherespectinwhichtheirprofessionisheldbyimportantsociala
nd political actors. Nurses’strikes in the United Kingdom, for
example, have come to be regarded by many as economically
self-serving, rather than as attempts to defend standards of care
for the nurses’ patients.
Looking at these developments at an organizational level, we
should
askwhatlikelyconsequencestheywillhaveforthebureaucracy’scapa
bility to deliver services in an efficient and coordinated way.
The Lipsky model of the street-level bureaucracy is a functional
model. It accommodates both the needs of clients and formal
rules and also acknowledges professional values as important
organizational resources. That said, the street-
levelmodelofapublicbureaucracyalsoislargelyunabletooperate
according to clear policy goals or to make intelligent and
rational decisions (particularly as soon as more than one
organizational level is involved in the decision). The model
does not have a clearly defined mechanism for conflict
resolution and, hence, may fail when conflict is encountered.
Thus, paradoxically, the street-level bureaucracy model is—
partly by design, partly de facto—both functional and anarchic.
It is anarchic by design because of the nature of the task and
work situations facing
streetlevelbureaucrats.Ononehand,toomuchorganizationalcontrol
overtheir actions would result in a rigid and inefficient
implementation of
standardizedrules.Ontheotherhand,providingthestreet-
16. levelbureaucratsextensive discretion jeopardizes equal treatment
of similar cases and with that the fundamental value of equity.
At an organizational level, such discretion may also drive up
expenditures and reduce organizational coordination and
control.
Professional norms play a key role in filling the void of
organizational control at the street level. Because the senior
levels of the bureaucracy cannotproduceguidelines—
whatSimon(1960)calls“programmeddecisionmaking” —
forhowthestreet-levelbureaucratshouldhandlethemyriad of
different situations she or he faces in daily work, those
managers must rely on a developed and skillful professional
sense of judgment on the part of the bureaucrat. Without that
professional socialization, the upper echelon management and
their political masters would probably be unwilling to offer
even the somewhat limited latitude to these employees that
traditionally has been given.
The major dilemma, however, is that a significant part of these
professional norms leads the bureaucrat to identify more with
the client than the bureaucracy. The street-level bureaucrat
typically argues that each different client is in some ways
unique, hence decision making cannot be programmed or
routinized. For the professional street-level bureaucrat,
professional norms are much more apt to guide his or her
exchange with his or her clients than are norms formulated by
bureaucratic managers. Intraorganizational norms are, by
definition, characterized by organizational politics, budgetary
restrictions, senior control over lower echelons of the
bureaucracy, and organizational objectives such as efficiency
and political responsiveness. Many of these objectives run
counter to the professional ideals embraced by professional
groups such as social workers, teachers, and medical doctors.
One interesting counterpoise to the impact of the “old”
professions on service delivery at the street level is the
development of the public service itself as a profession. This
development is being slowed somewhat by fiscal pressures
17. reducing public employment, as well as by the ideology of the
new public management that argues that public management is
not really different from private management. Even with those
contrary pressures, there is a sense that public managers have
adopted a more professional posture, with distinctive training,
codes of conduct, and professional organizations. Although the
leaked for best practice for the old professions is the client, the
leaked for public managers is often the public as a whole, in
both their citizen and taxpayer roles.
STREET-LEVEL BUREAUCRACY WRIT LARGE:
THE EMERGING POLITICS OF EMPOWERMENT
Tothispoint,wehavebeendescribingstreet-
levelbureaucracyasithas evolved over decades of implementing
social and economic programs. Street-level bureaucracy has
been a fact of public life, and in some policy areas such as
economic regulation (Bardach & Kagan, 1982) there have been
calls for enhanced discretion for implementers. The
contemporary
politicsofempowerment,however,tendnotonlytoacceptdefactodis
cretion at the bottom of organizations but to laud it and attempt
to expand it. The empowerment movement argues that
organizations will work better11 if their lower echelons are
given more discretion. The argument is advanced
simultaneously that clients and citizens should also be given
greater control over their own lives and that government
bureaucracies should make fewer decisions for clients, whether
the clients are welfare recipients or middle-class taxpayers. For
example, advocates (Vogt & Murrell, 1990) of empowerment
argue that there is no zero-sum game and that empowerment is
an interactive process based on a synergistic, not zero-sum,
assumption about power; that is, the process of empowerment
enlarges the power in the situation as opposed to merely
redistributing it. (pp. 8-9)
The ability to advance these arguments and these forms of
empowerment simultaneously appears to depend on an
18. assumption that the perspectives and desires of the two groups
are similar. We have already noted that the street-level model
has in it sources of conflict, and those appear exacerbated by
mutual empowerment. Thus, mutual empowerment is premised
on the older professional model in which client interests will
come first in the minds of service providers. That premise may
be correct, but it appears that changes in the nature of the
public sector will make it increasingly less viable. First,
empowerment is being pressed at the same time that fiscal
stringency is increasingly a consideration in making and
implementing policy. Thus, even if employee and client agree
on what should be done on behalf of the client they may not
have the money to pay for it. Given limited resources,
employees may compete among themselves for resources and
generate intraorganizational conflicts.
The new public management also places pressures on employees
to meet performance standards—benchmark or quality
standards. Although some of these standards may be qualitative,
others are quantitative so that the employee will encounter
pressures not to serve each client as well as he or she might
simply to meet the standards being imposed. Although
employees may be empowered to meet these standards in any
manner,
theyfindmostfittingthattheyarestillbeingheldtoaccount,andconfli
cts
overhowservicesarebeingdeliveredmayariseasreadilyasintraditio
nal modes of service delivery. Indeed, the conflicts may be
more destructive given that the employees cannot appeal to
supervisors or rules to justify their actions to clients.
In addition, professional norms require doing what is in the
client’s best interest, even if the client does not agree or does
not recognize that self-interest. Any disagreements over what
constitutes the best interest of the client can be solved relatively
easily so long as the employee remains
inanauthoritativeposition,butwithempowermentofclientsthatposit
ion is somewhat diminished. Furthermore, empowerment of
19. employees tends to diminish the role of supervisory personnel
within the organization so that the employee has no source of
reinforcement for decisions. Again, mutual empowerment may
exacerbate conflicts between clients and workers, especially
when clients may not be in a good position to judge their own
interests, for example, the mentally ill. Most objective analysts
of social services would argue that government should be about
something more than just giving everyone what he or she wants,
but in an age of empowerment it becomes difficult to make
more discerning judgments.CONCLUSION: THE PARADOXES
OF EMPOWERMENT
We should not expect the mutual empowerment of workers and
customers in contemporary public organizations to manifest
itself in overt shouting matches or fistfights, at least not
usually. What is more likely is a gradual erosion of the sense of
efficacy that the changes may have created initially. That is,
one of the purposes of mutual empowerment is to make workers
feel better about their jobs and to make clients feel better about
the services that they are being provided. Telling these groups
that they have greater control is likely to have that effect. If,
however, these individuals begin to confront others who are
also empowered and have to bargain and fight for their rights,
just as they had previously, then empowerment is likely to be
alienating and disillusioning. Indeed, both clients and workers
may perceive themselves being worse off after empowerment
than before, simply because they will believe that they were
deceived about the brave new world of empowerment that they
were entering.
The above discussion advanced a number of potentially difficult
questions for advocates of empowerment. The idea of extending
meaningful
influencetomoresegmentsofsocietyis,apriori,appealingondemocr
atic and humanistic grounds, but in practice presents problems
that should cause the would-be empowerer to reconsider just
how far empowerment should be extended and to whom.
Hierarchical, bureaucratic systems of government have many
20. well-known problems, but it also appears undeniable that their
replacements also would. Indeed, extending empowerment may
exacerbate rather than solve the difficulties identified in
hierarchical governance.
In the first place, empowerment of all three candidates—clients,
employees, and subnational governments—may centralize rather
than decentralize governance. By empowering all the groups,
government would, in practice, minimize the mechanisms for
solving conflicts
throughbureaucraticandregulativeaction.Giventhatitwouldbenaiv
eto assume that no conflicts would arise among mutually
empowered groups, conflicts would be propelled upward in the
political structures for resolution (Handler, 1996). Intermediate
structures, whether in business firms, public organizations, or
intergovernmental relations, render useful services in
minimizing and resolving conflicts, and if those structures are
removed or devalued through empowerment then decisions must
go up to a level that can make a decision. Again, paradoxically
a set of reforms intending to decentralize may in the end prove
to be very centralizing.
In addition, empowering public-sector professionals along with
the simultaneous empowerment of their clients may
deprofessionalize those employees. Granting greater
discretionary power to client contact employees removes their
source of support against perceived unreasonable demands from
clients. Likewise, the empowerment of the clients
maygeneratemoreofthoseunreasonabledemands.Thismeansthatpr
ofessionals will be under greater pressure to do what clients
want and not necessarily what those professionals think should
be done in their trained judgment. In the end, conflict avoidance
and the search for support,12 may mean that the professionals
become more the creatures of their clients.
Finally, clients will not necessarily be winners in the
empowerment game. If clients are “reasonable” and bargain
with professional service
providers,theymayfindtheirlotimproved.If,however,serviceprovi
21. ders are not adequately professionalized and attach primary
importance to their own goals rather than to those of their
clients, then those clients may not get what they want. This is
especially true when service providers are required to conform
to other parts of the new public management agenda and
document their efficiency. Indeed, devaluing the professional
public service as part of the new public management may mean
that clients are less well off than under the former bureaucratic
system. In the traditional bureaucratic system, rules and
procedures protect clients from arbitrary and capricious action
(Gormley, 1989; Thomas, 1998), whereas the empowered,
entrepreneurial public servant may not be expected to recognize
such constraints so completely.
Furthermore, if clients subscribe to the concept of
empowerment and say that they are capable of solving their own
problems, some people will
bewillingtoagreewiththem.Inaneraofdownsizinggovernment,anid
eology of self-sufficiency, and communitarianism, clients of
public programs may be expected to “get on their bikes” and
support themselves. Even for groups of clients who might not be
considered good candidates for self-sufficiency, for example,
mothers with preschool children, the direction of public policy
is forcing them to provide more for themselves and depend less
on government. In short, empowerment can be a
wonderfulwaytograntclientsmorecontrolovertheirlives,butitcanal
so be a means of removing the supports for those lives.
Much of the above discussion is speculative, but it does point to
the
organizationalandpersonaldynamicsattheheartofthemovementtow
ard widespread empowerment as an ideology for managing in
the public sector. Empowerment is a positive idea, and
permitting individuals and
governmentstocontrolmoreofthethingsthatmattertothemcannotbe
easily denigrated as an abstract idea about democracy. On the
other hand, the concept of empowerment has potential
consequences that are less desirable and less benign. Indeed, it
22. has the capability to generate outcomes exactly the opposite of
those intended. This article then should be seen as an
admonition to the unwary to look carefully before they accept
all the virtues of empowerment.NOTES
1.
Foragoodcritiqueofsuchafacileacceptanceofempowerment,seeSol
as(1996).
2. Empowerment was also a theme of the 1960s. What
distinguishes
contemporaryeffortsisthattheyaremorepartofthepoliticalmainstre
amratherthanthemanifestationofa counterculture.
3. The negative effects of deinstitutionalization on the mentally
ill may represent amisapplication of this ideology.
4. The idea of citizen engagement has been especially important
in recent Canadianreforms. For Germany, see Klein and
Schmaltz-Bruns (1997).
5. Thisargumentissimilartothebottom-
upversionofimplementationtheory,withitsargumentthatpolicysho
uldbemadeinawaythatiseasiesttoimplementratherthaninaway that
the “formators” desire (Linder & Peters, 1987).
6. This obviously is phrasing the relationship in the principal
agent framework; seeHorn (1995).
7. This brings to the fore some of the schizophrenia associated
with discretion inbureaucracy. We want high levels of
discretion when it might help us but argue for tight controls
when there is a chance of discretion being used against us.
8.
Onecouldargue,infact,thattheregulationswillbemoreoppressivegi
venthatfirmsor individuals will have to comply with a range of
different and even conflicting requirements.
9. In the long term, however, these coalitions may help mobilize
popular support forbureaucrats fighting cutbacks in their
budgets. Professional bureaucrats frequently challenge local
elected officials not directly but indirectly by mobilizing the
constituency that will suffer from the cutbacks (Goldsmith,
1990; Laffin, 1986).
23. 10. In some ways, these middle-level supervisors could be
described as intraorganizational street-level bureaucrats because
they relate via personal communication to those who are
affected by decisions made higher up in the organization. At the
same time, they are familiar with the complex work and
professional ideals of the street-level bureaucrats and can easily
identify and sympathize with their ideas.
11. The notion of “work better” is somewhat vague at times.
Certainly, empowermentcan lead to lower costs and potentially
to a more involved and contented workforce. On the other hand,
it is not clear that these organizations will necessarily produce
better objective decisions for the society as a whole.
12. The logic is not dissimilar to regulatory capture. If other
sources of political andorganizational support are minimized,
the employees will seek that support from the only group that
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Jon Pierre is a professor of political science at the University of
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ustrialpolicy,and Swedish local government.
Voicethread Rubric
Levels of Achievement
Criteria
Unacceptable – 20%
Minimal – 60%
28. Competent – 80%
Effective – 100%
Content
Weight – 25%
*The content provides inconsistent information for solution.
*The content has no apparent application of critical thinking.
*The content has no clear goal. *The content has been pulled
from few sources. *The content has significant factual errors,
misconceptions, or misinterpretations
*The content somewhat supports the solution. *The content has
application of critical thinking that is apparent. *The content
has no clear goal. *The content has been pulled from a limited
number of sources. *The content has some factual errors or
inconsistencies.
*The content is well thought out and supports the solution.
*Content has application of critical thinking that is apparent.
*The goal is clear and related to the topic. *The content has
been pulled from several sources. *The content is accurate.
*Content is well thought out and supports the solution to the
challenge or question. *Reflects application of critical thinking.
*Has a clear goal related to the topic. *The content has been
pulled from a variety of sources. *The content is accurate.
Conventions
Weight – 25%
*There is a poor use of vocabulary and word choice.
*There is a low-level use of vocabulary and word choice.
*There is a good use of vocabulary and word choice.
*There is a high-level use of vocabulary and word choice.
Organization
Weight – 25%
*The content is unfocused and haphazard. *The information
does not support the solution to the challenge or question. *The
information has no apparent pattern.
29. *Project has a focus but might stray from it at times.
*Information appears to have a pattern, but the pattern is not
consistently carried out in the project. *Information loosely
supports the solution.
*The information somewhat supports the solution to the
challenge or question.
*The information is clearly focused in an organized and
thoughtful manner. *The information is constructed in a logical
pattern to support the solution.
Presentation
Weight – 25%
*Presentation appears sloppy and/or unnished. *Format does not
enhance content. *Presentation has no clear organization.
*Format does not suit the content. *Presentation does not
capture audience attention. *Presentation is loosely organized.
*Format is appropriate for the content. *Presentation captures
audience attention. *Presentation is well organized.
*Format enhances the content. *Presentation captures audience
attention. *Presentation is organized and well laid out.