DQ 7-2 responses 1. The original bureaucracy has often been called a “government by gentlemen,” which persisted through the Jeffersonian era. Bureaucrats were thought to be public-spirited, independently established farmers or merchants who could put aside their own interests for a while to serve the public good. Thomas Jefferson, Albert Gallatin, and Alexander Hamilton all fit this mold—none of them ever made a dishonest dollar from public service. By the 1820s, fraud was creeping into the executive departments, which in turn contributed to the Jacksonian revolution and a sea change in how the bureaucracy was staffed. Andrew Jackson believed that government by gentlemen had degenerated into rampant corruption, tilting public policy away from the interests of all the people (or at least his main constituency in the West) towards the elites. He instituted “rotation in office” as a tool to clean out the bureaucracy and make it more reflective of the general public, and hoped more responsive to the public good. But rotation in office soon became the corrupt “spoils system,” facilitating the graft and mismanagement that characterized the federal government during the Gilded Age of the late 19th century. More reforms would follow over the years, giving rise to the apolitical bureaucracy that we have today. Today there is one member of Congress for approximately every 5,150 civilian members of the executive branch, making it impossible for representatives to keep track of all bureaucrats. And if they cannot keep track, what is to stop the worst fears of Andrew Jackson from being realized? The Internal Revenue Service’s targeting of conservative groups raises more questions about the nature of our government that the public has ignored for generations. It’s high time to revisit the issue of how the people can maintain control over those who are supposed to do their business. The targeting of conservative organizations by the Internal Revenue Service suggests that this risk is not insignificant. Career bureaucrats there—presumed to be above politics—unduly went after Tea Party groups, effectively denying them their constitutional right to equal protection, for years. All the while, Congress did nothing. The agency’s inspector general failed to blow the whistle in a timely fashion. The media overlooked the many transgressions.  My organization, Parkland Hospital, is committed to creating an inclusive environment that inspires and leverages diverse thought and a wide range of perspectives. This commitment drives a continuous effort to enhance both patients’ and employees’ experiences. With 70 percent of staff members and 85 percent of patients at Parkland self-identifying as minorities, our Office of Talent Management's Inclusion & Diversity team strives to provide effective, equitable, understandable, and respectful quality care to our diverse community. Parkland Hospital support and enhance diversity, inclusion and employee engagement by engaging our.

1. DQ 7-2 responses
1.
The original bureaucracy has often been called a “government
by gentlemen,” which persisted through the Jeffersonian era.
Bureaucrats were thought to be public-spirited, independently
established farmers or merchants who could put aside their own
interests for a while to serve the public good. Thomas Jefferson,
Albert Gallatin, and Alexander Hamilton all fit this mold—none
of them ever made a dishonest dollar from public service.
By the 1820s, fraud was creeping into the executive
departments, which in turn contributed to the Jacksonian
revolution and a sea change in how the bureaucracy was staffed.
Andrew Jackson believed that government by gentlemen had
degenerated into rampant corruption, tilting public policy away
from the interests of all the people (or at least his main
constituency in the West) towards the elites. He instituted
“rotation in office” as a tool to clean out the bureaucracy and
make it more reflective of the general public, and hoped more
responsive to the public good. But rotation in office soon
became the corrupt “spoils system,” facilitating the graft and
mismanagement that characterized the federal government
during the Gilded Age of the late 19th century.
More reforms would follow over the years, giving rise to the
apolitical bureaucracy that we have today. Today there is one
member of Congress for approximately every 5,150 civilian
members of the executive branch, making it impossible for
representatives to keep track of all bureaucrats. And if they
cannot keep track, what is to stop the worst fears of Andrew
Jackson from being realized?
The Internal Revenue Service’s targeting of conservative groups
raises more questions about the nature of our government that
the public has ignored for generations. It’s high time to revisit
the issue of how the people can maintain control over those who
are supposed to do their business. The targeting of conservative

2. organizations by the Internal Revenue Service suggests that this
risk is not insignificant. Career bureaucrats there—presumed to
be above politics—unduly went after Tea Party groups,
effectively denying them their constitutional right to equal
protection, for years. All the while, Congress did nothing. The
agency’s inspector general failed to blow the whistle in a timely
fashion. The media overlooked the many transgressions.
My organization, Parkland Hospital, is committed to creating an
inclusive environment that inspires and leverages diverse
thought and a wide range of perspectives. This commitment
drives a continuous effort to enhance both patients’ and
employees’ experiences. With 70 percent of staff members and
85 percent of patients at Parkland self-identifying as minorities,
our Office of Talent Management's Inclusion & Diversity team
strives to provide effective, equitable, understandable, and
respectful quality care to our diverse community.
Parkland Hospital support and enhance diversity, inclusion and
employee engagement by engaging our talent and community.
Parkland attract a diverse workforce by supporting
black/African American for Excellence, LGBT and Veterans.
Cost, J. (2013). Our Masters, the Bureaucrats
https://www.weeklystandard.com/jay-cost/our-masters-the-
bureaucrats
https://www.parklandhospital.com/phhs/draft-sectionb-a.aspx
https://www.parklandhospital.com/phhs/draft-sectionb-c.aspx
2.
There has been an evolution in public administration. The
evolution came about with practices and personnel changes that
were needed. There were seven major phases in this evolution.
They are as follow:
1. Government by Gentleman (1789-1829)
Constitution was written and ratified in 1789, established
administration. Washington established an administration with
no set patter. He used fitness of character test, individuals with
high morals, education, loyal and good ethics.
2. Government by Common Man (1829-1883)

3. Election of Jackson caused a turning point; brought about the
spoils system (assist the candidate getting a job)
3. Government by the Good (1883-1906)
Civil Service and the evangelical movement started. Those that
worked in government were expected to meet certain
qualifications.
4. Government by the Efficient (1906-1937) Scientific
Management; promoted efficiency and effectiveness with one
specific method to manage and borrow ideas from business.
5. Government by Administrators (1937-1955) Unity of
command, hierarchy, and authority parallel with responsibility
6. Government by Professionals (1955-1995)
7. Government by Citizens, Experts, and Results (1995-
Present)
Diversity recruiting programs are about having diversity in the
workplace. It is about having an inclusive work environment
where there is are employees who are diverse. In the
organization I work for diversity is defined as being flexible
and open to all people. There is actually a county wide
Diversity committee that has been created so that everyone is
open and learns about diverse populations. I believe the way my
organization is using diversity recruiting programs is by having
job openings that are open to all based on experience and
qualifications. There are written policies that are in place to
ensure diversity in my organization.
Reference
Altman, R. (2016). HR Organizational Structure – Past, Present,
and Future. Workforce
Solution
s Review, 7(4), 13-15.
3.

4. Government by gentlemen persisted through the Jefferson era.
During this time, bureaucrats were mostly farmers and
merchants who would put their own interests aside and serve the
public. In the 1820’s as fraud was becoming more prominent,
Andrew Jackson implemented the rotation in office policy with
the hopes of making the bureaucracy more reflective of the
general public. However, this too became corrupt. More
reforms followed and eventually the solution was to hire the
most qualified people (Cost, 2013).
Diversity is understanding that each individual is unique. It is
accepting and respecting those differences which include race,
ethnicity, gender, sexual orientation, socio-economic status,
age, physical abilities, religious and political beliefs. Diversity
benefits organizations and allows employees who have different
backgrounds and experiences to contribute different viewpoints
and ideas to the organization. In order to ensure organizations
are attracting a diverse group of people it’s important for the
organization to have a strong recruitment program. The
organization I work for has a recruitment team that recruits
applicants several ways. The recruitment team will actively go
out and recruit people face to face at job fairs, schools, and
other events. These recruitments are done all over the state and
reach all demographics. They use social media platforms and
have programs that allow citizens to observe certain jobs that
they are interested in. According to the U.S. Equal Employment

5. Opportunity Commission (2016), encouraging people from
diverse populations to test, reevaluating the employment criteria
in order to ensure the most qualified applicants are attracted,
selected, and retained, and making sure the demographic
makeup of the organization reflects the diversity of the
communities they serve are essential.
References:
Cost, J. (2013). Our masters the bureaucrats. The Weekly
Standard. Retrieved from https://www.weeklystandard.com/jay-
cost/our-masters-the-bureaucrats
U.S. Equal Employment Opportunity Commission. (2016).
Retrieved from https://www.eeoc.gov/eeoc/interagency/police-
diversity-report.cfm
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Civil Service Reform
1
Unsatisfactory
0.00%
2

6. Less than Satisfactory
74.00%
3
Satisfactory
79.00%
4
Good
87.00%
5
Excellent
100.00%
70.0 %Content
15.0 %Explain what civil service looked like before 1978
Explanation of what civil service looked like before 1978 is
missing.
Explanation of what civil service looked like before 1978 is
vague and inconsistent.
Explanation of what civil service looked like before 1978 is
present and complete.
Explanation of what civil service looked like before 1978 is
complete and clear.
Explanation of what civil service looked like before 1978 is
clear, concise, and makes connections to research.

7. 20.0 %Explain what civil service looks like since the Civil
Service Reform Act of 1978
Explanation of what civil service looks like since the Civil
Service Reform Act of 1978 is missing.
Explanation of what civil service looks like since the Civil
Service Reform Act of 1978 is vague and inconsistent.
Explanation of what civil service looks like since the Civil
Service Reform Act of 1978 is present and complete.
Explanation of what civil service looks like since the Civil
Service Reform Act of 1978 is complete and clear.
Explanation of what civil service looks like since the Civil
Service Reform Act of 1978 is clear, concise, and makes
connections to current research.
20.0 %Analyze if the Civil Service Reform Act of 1978 had any
direct implications for civil service at the state or local level.
Analysis of if the Civil Service Reform Act of 1978 had any
direct implication for civil service at the state or local level is
missing.
Analysis of if the Civil Service Reform Act of 1978 had any
direct implication for civil service at the state or local level is
vague and inconsistent.
Analysis of if the Civil Service Reform Act of 1978 had any
direct implication for civil service at the state or local level is
present and complete.

8. Analysis of if the Civil Service Reform Act of 1978 had any
direct implication for civil service at the state or local level is
complete and clear.
Analysis of if the Civil Service Reform Act of 1978 had any
direct implication for civil service at the state or local level is
clear, concise, and makes connections to current research.
15.0 %Discuss other Federal laws that may have impacted civil
service and shaped an increasingly diverse workplace.
Discussion of other Federal laws that may have impacted civil
service and shaped an increasingly diverse workplace is
missing.
Discussion of other Federal laws that may have impacted civil
service and shaped an increasingly diverse workplace is vague
and inconsistent.
Discussion of other Federal laws that may have impacted civil
service and shaped an increasingly diverse workplace is present
and complete.
Discussion of other Federal laws that may have impacted civil
service and shaped an increasingly diverse workplace is
complete and clear.
Discussion of other Federal laws that may have impacted civil
service and shaped an increasingly diverse workplace is clear,
concise, and makes connections to current research.

9. 20.0 %Organization and Effectiveness
7.0 %Thesis Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.
Thesis is insufficiently developed or vague. Purpose is not
clear.
Thesis is apparent and appropriate to purpose.
Thesis is clear and forecasts the development of the paper.
Thesis is descriptive and reflective of the arguments and
appropriate to the purpose.
Thesis is comprehensive and contains the essence of the paper.
Thesis statement makes the purpose of the paper clear.
8.0 %Argument Logic and Construction
Statement of purpose is not justified by the conclusion. The
conclusion does not support the claim made. Argument is
incoherent and uses noncredible sources.
Sufficient justification of claims is lacking. Argument lacks
consistent unity. There are obvious flaws in the logic. Some
sources have questionable credibility.
Argument is orderly, but may have a few inconsistencies. The
argument presents minimal justification of claims. Argument
logically, but not thoroughly, supports the purpose. Sources
used are credible. Introduction and conclusion bracket the
thesis.

10. Argument shows logical progressions. Techniques of
argumentation are evident. There is a smooth progression of
claims from introduction to conclusion. Most sources are
authoritative.
Clear and convincing argument that presents a persuasive claim
in a distinctive and compelling manner. All sources are
authoritative.
5.0 %Mechanics of Writing (includes spelling, punctuation,
grammar, language use)
Surface errors are pervasive enough that they impede
communication of meaning. Inappropriate word choice or
sentence construction is used.
Frequent and repetitive mechanical errors distract the reader.
Inconsistencies in language choice (register) or word choice are
present. Sentence structure is correct but not varied.
Some mechanical errors or typos are present, but they are not
overly distracting to the reader. Correct and varied sentence
structure and audience-appropriate language are employed.
Prose is largely free of mechanical errors, although a few may
be present. The writer uses a variety of effective sentence
structures and figures of speech.
Writer is clearly in command of standard, written, academic
English.

11. 10.0 %format
5.0 %Paper Format (use of appropriate style for the major and
assignment)
Template is not used appropriately or documentation format is
rarely followed correctly.
Appropriate template is used, but some elements are missing or
mistaken. A lack of control with formatting is apparent.
Appropriate template is used. Formatting is correct, although
some minor errors may be present.
Appropriate template is fully used. There are virtually no errors
in formatting style.
All format elements are correct.
5.0 %Documentation of Sources (citations, footnotes,
references, bibliography, etc., as appropriate to assignment and
style)
Sources are not documented.
Documentation of sources is inconsistent or incorrect, as
appropriate to assignment and style, with numerous formatting
errors.
Sources are documented, as appropriate to assignment and style,
although some formatting errors may be present.
Sources are documented, as appropriate to assignment and style,
and format is mostly correct.

12. Sources are completely and correctly documented, as
appropriate to assignment and style, and format is free of error.
100 %Total Weightage
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