·From the weekly readings and e-Activity, suggest three (3) stra.docx

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· From the weekly readings and e-Activity, suggest three (3) strategies that a public leader could use in order to do the following: persuade other governmental departments to work collaboratively to reduce financial burdens, increase sufficiency in the delivery of public services, and implement a different environment for public leadership. Provide a rationale for your response. eActivity: · Consider the following statement: Human capital is invested in people while social capital is invested in relationships among people, which in turn, makes money for the government. When public leaders fail at both managing their differences and investing in social capital, the government loses money and validity and, as a consequence, legitimacy. Read the following articles located in Week 8 of the course shell, and be prepared to discuss: o “ Reliability and Validity of the Leadership Competencies and Engaging Leadership Scale ” o “ Improving Transparency in the Financial Sector ” .

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·From the weekly readings and e-Activity, suggest three (3) stra.docx

"Public Leadership and Public and Private Goods" Please respond to the following: Note : Online students, please respond to one (1) of the following two (2) bulleted items. From the weekly readings and e-Activity, suggest three (3) strategies that a public leader could use in order to do the following: persuade other governmental departments to work collaboratively to reduce financial burdens, increase sufficiency in the delivery of public services, and implement a different environment for public leadership. Provide a rationale for your response. From the weekly readings and e-Activity, propose two (2) actions that a public leader can take in order to balance human capital and social capital without jeopardizing the culture and values in any government department and the government as a whole. Justify your response. .

Public Leadership and Public and Private Goods Please respond to .docx

leahlegrand

Public Leadership and Public and Private Goods" Please respond to the following: Note : Online students, please respond to one (1) of the following two (2) bulleted items. From the weekly readings and e-Activity, suggest three (3) strategies that a public leader could use in order to do the following: persuade other governmental departments to work collaboratively to reduce financial burdens, increase sufficiency in the delivery of public services, and implement a different environment for public leadership. Provide a rationale for your response. From the weekly readings and e-Activity, propose two (2) actions that a public leader can take in order to balance human capital and social capital without jeopardizing the culture and values in any government department and the government as a whole. Justify your response. .

Balancing the Four Es; or Can We Achieve Equity for Socia.docx

joney4

Balancing the Four Es; or Can We Achieve Equity for Social Equity in Public Administration? Author(s): Kristen Norman-Major Source: Journal of Public Affairs Education, Vol. 17, No. 2 (Spring 2011), pp. 233-252 Published by: Taylor & Francis, Ltd. Stable URL: https://www.jstor.org/stable/23036113 Accessed: 25-05-2020 01:51 UTC REFERENCES Linked references are available on JSTOR for this article: https://www.jstor.org/stable/23036113?seq=1&cid=pdf-reference#references_tab_contents You may need to log in to JSTOR to access the linked references. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected] Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at https://about.jstor.org/terms Taylor & Francis, Ltd. is collaborating with JSTOR to digitize, preserve and extend access to Journal of Public Affairs Education This content downloaded from 139.182.75.138 on Mon, 25 May 2020 01:51:03 UTC All use subject to https://about.jstor.org/terms Balancing the Four Es; or Can We Achieve Equity for Social Equity in Public Administration? Abstract Although social equity was brought to the table in the New Public Administration of the 1960s and named the fourth pillar of public administration by the National Academy of Public Administration near the turn of this century, it still struggles to find its place as an equal among the traditional public administration values of economy efficiency, and effectiveness. The question to be addressed here is, "How do we elevate social equity to equal playing status with the other pillars of public administration?" In addressing this question, three key areas are examined: definitions, measures, and curriculum. By examining how we currently define, measure, and teach about the values of public administration, including social equity, this paper provides ideas for "imagining and improving the future" so that social equity becomes an equal among its peers and becomes a standard of practice as opposed to a stand of courage among public administrators and policy makers. In 1968, a group of young public administration scholars gathered in Minnowbrook, New York, to discuss a new direction for the study and practice of public administration. Rejecting the traditional ideas of a politics-administration dichotomy and public administration practiced by neutral competents, these young scholars argued that public administration by its nature cannot be neutral; it must consider the values of American society, including responsiveness, public participation in decision making, social equity, citizen choice, and administrative responsibility (Wooldridge & Gooden ...

10 kelly mulgan muers creating public value

Jordi Puig

This document discusses the concept of "public value" as a framework for assessing the goals and performance of public policy. It argues that public value provides a broader measure than traditional approaches, taking into account outcomes, means of delivery, trust, legitimacy, equity, and accountability. The document outlines three dimensions of public value - services, outcomes, and trust/legitimacy - and examines how well current public management addresses each dimension. It concludes by suggesting tools and techniques need to be adapted to make public value a practical concept for policymaking.

Overview Of South African Public Management

Jessica 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.

20140912

Hawyee Auyong

This document summarizes an article by Prof. Mukul Asher arguing for reforms to public enterprises in Asia. The key points are: 1. Theoretical literature suggests a firm's ownership (public or private) should not impact its efficiency, but empirical evidence shows both efficient and inefficient firms in both sectors. Ownership is too simplistic a distinction as complex structures have emerged. 2. A firm's efficiency depends more on competitive pressures, outcome-oriented incentives, technological adaptability, and individual incentives aligned with organizational goals. 3. Singapore's experience shows a focus on divesting selected public enterprises while maintaining government control, and defining responsibilities, not ownership changes, to balance service and value.

Intellectual capital management and reporting in the context of post new publ...

KONSTANTINOS KALEMIS

European universities have been immersed during the last decades in important transformation processes aiming to make them more autonomous, economically efficient and competitive. They have to demonstrate professional resource management and accountability in support of clearly defined and feasible goals, even more important during periods of financial crisis and budget cuts. From a managerial perspective, Intellectual Capital (IC) management and reporting can contribute to making the best use of available resources. In the realm of practice, an increasing number of universities and research centres in Europe have developed IC management and reporting models. However, their application has been, so far, based on voluntary basis.

Development Management and Bureaucracy restraining and constraining factors

Prazwal Pradhan

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.

Innovation and entrepreneurship in government management

Fernando Alcoforado

There is a widespread view that entrepreneurship is limited only to the private sector. It is a great mistake to disregard the possibility of entrepreneurship also happen in the public sector. In Brazil and in the world, there are several examples of entrepreneurship in the public sector, such as the construction of Brasilia by President Juscelino Kubitschek in the 1950s, the construction of St. Petersburg in Russia by Tsar Peter I, the Great, in 1703 and urban reform of Paris by Baron Haussmann between 1852 and 1870.

Chapter 2 Theories about Business Government Relation.docx

walterl4

Chapter 2: Theories about Business Government Relations Agenda Three models of government-business relations The shareholder model The strategic model The stakeholder model Crony Capitalism Why Study Theories? Helpful in understanding complex social realities Simplify and organize knowledge by describing patterns and regularities Offer different perspectives regarding the interactions between business and government. In practice they define the strategies, operations, and outcomes of businesses Three Models of Business and Society Business centered approaches Shareholder model Strategic business model Stakeholder model Note that there are other important “players” in society, in particular, religion The Shareholder Model Emphasizes economic principles Views business in isolation Emphasizes economic analysis and profit-making for direct or indirect owners Emphasizes the invisible hand at the micro level Stresses the importance of dynamic market Promotes non-intervention by government Contends the principle duty of government is to ensure that markets function properly, and to correct market failures Sociopolitical Environment Market Environment Business Shareholder Examples of shareholder model Economic freedom Index (Heritage Foundation) Rule of law Limited government Regulatory efficiency Open markets (Top in 2015: Hong Kong, Singapore, NZ, Australia, Switzerland, Canada, Chile, Estonia, Ireland, and Mauritius) Domestic example: Investment banks Various critiques of the Shareholder Model Downplays market imperfections Ignores the need for government vigilance and intervention to protect market failure In practice, tends to ignore the reality of business’ demands on government and the advantages frequently provided by government Too much emphasis on monetary and material gains The Strategic Business Model Emphasizes the practice of business and success One element: being highly competitive Most efficient and effective use of resources; Competing to win through hard work and cleverness Playing the game well The model also emphasizes collaboration Joining other strong competitors, networking, creating goodwill, focusing on comparative strengths Pragmatically, it wants: Moderate taxes and moderate regulations, stable policies, and protections in global competition To pragmatically use/exploit governmental resources Examples Council on Competitiveness Where America Needs to Be To drive US productivity, buttress our leadership in world markets, and raise the standard of living for all Americans, the United States must: • Immediately work to: – Ensure lower cost, easy access to high quality education and training for all Americans – Maintain long-term federal investments in science and technology leadership – Reform and simplify the tax code to stimulate investment and attract global capital to the United States • Over the next ten years: – Create at least 21 .

need anAdministration-Politics Dichotomy written using these Ann.docx

TanaMaeskm

Citizen relationship management and principal agent theory

ijmvsc

Principal/Agent Theory economic that makes clear accountability relationship management (Agent) to shareholders (Principal), Have the effect of creating new public management .This theory highlights important issues regarding the accountability of state structures that distinguishes private structures.This theory of public administration causes agents to act and be accountable to their citizens' interests. Although the Principal/Agent theory does not provide a complete solution for administration accountable, but accountability relationships which reveal a positive step in improving accountability. This theory is one of the factors citizen relationship management. In this article we will examine the relationship between Principal/Agent theory and citizen relationship management.

Administration presentation for Managers

RashidMalik85

This document provides an introduction to public administration. It begins by explaining how kingdoms were administered in the past by a few chosen individuals selected by monarchs. As societies modernized, governments took on expanding roles and responsibilities. By the 19th century, a formalized bureaucratic approach to public administration developed. Public administration now plays an integral role in governance and policy implementation. It defines public administration and compares it to private administration, noting both share managerial functions but public administration serves the public interest. The document outlines different views of public administration and discusses principles, models and functions of public sector management.

Running head Annotated bibliography1Annotated bibli.docx

SUBHI7

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,, ...

Book review on The Public Sector: Concepts, Models and Approaches By Jan-Erik...

Ahasan Uddin Bhuiyan

This document provides a summary of chapters from the book "The Public Sector: Concepts, Models and Approaches" by Jan-Erik Lane. The introduction discusses how Lane traces the evolution of public administration and analyzes 14 key issues across 14 chapters. Chapter 1 discusses definitions of the public sector and challenges in distinguishing public vs private roles. Chapter 2 analyzes Weber's model of bureaucracy and critiques from post-Weberian theorists. Chapter 3 examines models of public policy-making including demographic, incremental, rational decision-making, and garbage can models. Chapter 4 discusses attempts to integrate top-down and bottom-up approaches to implementation models.

Inherent structural inequalities in PSD summary

Albanie Marcossy

This document discusses common governance constraints that negatively impact public service delivery in developing countries. It identifies 5 main constraints: 1) political market imperfections where politicians make promises without credibility to gain power, 2) policy incoherence where policies contradict each other or lack implementation plans, 3) lack of performance oversight where monitoring and accountability are insufficient, 4) challenges for collective action where different stakeholders struggle to coordinate, and 5) moral hazard where actors are insulated from the consequences of their actions. These constraints generally lead to poor access, quality and equity of public services. Common symptoms of issues like political market imperfections include misuse of resources and poor supervision of politically appointed staff.

PublicSector.e

John Ferguson

The document compares leadership challenges faced by civil service and private sector leaders based on analysis of responses from over 1,400 civil service and 500 private sector leaders. While both groups cited personal leadership and managing subordinates as top challenges, civil service leaders prioritized managing subordinates higher due to factors like budget uncertainty and difficulties motivating employees. Both groups saw organizational operations as a challenge but for different reasons. The document then provides more detailed breakdowns of personal leadership challenges and managing subordinates to highlight nuanced differences between the sectors.

8.docx

nurfathillahmaulia20

This document outlines an approach to developing budget theory in public administration that views budgets as the internal resource allocation process of public organizations. It argues budgets should be examined from the perspective of public managers operating within complex public organizations. Traditional budget theories have focused on the federal level and ignored the organizational context of public managers. The document calls for developing descriptive, explanatory, normative, and instrumental budget theories grounded in the characteristics and resource allocation processes of public organizations.

Governance in public administration and public policy

Abubakar S. Mama

This document discusses the traditional model of public administration, the challenges to that model, and the New Public Management (NPM) reforms introduced in response. It outlines how NPM reforms like privatization, decentralization, and introducing competition and market mechanisms aimed to improve efficiency but also led to more complex networks and fragmentation, posing challenges for coordination and democratic accountability.

Introduction to Administration - PPT.pptx

etebarkhmichale

action gives you your results. It works every time, with no exceptions. The above steps will help you to become better attractors. But you can also apply the law of attraction in your business life as well. When you use the law of attraction, you do not worry about where it is coming from or how you will get it. All you do is your part and the Universe will do its part. The Law of Attraction is very powerful and forceful in the way it works. The Law of Attraction works. You just have to accept it, act on it, and be in harmony with it. Visualize you getting a check for 10,000 dollars. Or perhaps you want to go lower? But you have to gear your mind so you can vibrate to it. Chapter 2 Your Thoughts Control You Did you know your thoughts control what happens to you? There are three classes of thoughts we experience each day: positive, action, and worry. Thoughts help us create the reality we experience, whether it's good or bad. When we worry about something we have no control over, what we have is fear turned inside. Some people think that if they don't worry, they can't prevent what will happen from occurring. If you focus on positive thoughts instead of negative or worrying thoughts, your health would improve immensely. You must learn to use the right types of thoughts that enter your mind daily. Only those thoughts that we dwell on predominately are what will lead to results for us. When in a stressful situation, stop and evaluate your present thoughts and think of what your next thought will be. As stated in this chapter, thoughts are dangerous, because they can lead you to get whatever you think. When you think, you vibrate to it; the universe receives your transmission and delivers. If you aren’t careful, you may not like what you get back. Chapter 3 Visualize Your Thoughts The Law of Attraction says that thoughts lead to feelings that lead to actions. But you just don't think of a thought as a thought, you visualize it. If you visualize a red convertible sports car, for instance, you will get it. Practice this daily, up to three times a day. Visualization is used in all aspects of life from schoolwork to business. It can be applied to any area of our lives and work every time. The steps are not that complicated. You just have to perform certain routines and stick to them. Picture yourself stopping at a beautiful beach with the one you love sitting next to you. See yourself getting out of the car and taking the keys with you. Lock this complete vision in your mind and send it to your heart for emotional processing. Chapter 4 The Law of Vibration The Law of Vibration states that everything in life moves or vibrates. To vibrate to something you must have positive thoughts. When you are in a positive frame of mind, you will vibrate toward what you wish to achieve. Unless you stop doubting or having negative energy, you won't get it. The Law of Vibration is the theory that all matter vibrates at a certain frequency. Thought is considered the hig

New public management (npm) and public sector administration in nigeria

Alexander Decker

This document discusses New Public Management (NPM) and its application in Nigeria. It provides background on NPM, noting that it emerged in Europe and America in the 1980s in response to criticisms of traditional public administration models. NPM advocates changing the role of the state to be more indirect through policies, facilitation, and coordination rather than direct service provision. It also emphasizes market discipline, performance measures, and efficiency. The document examines how NPM was adopted in Nigeria in the 1990s through commercialization and privatization. It reviews literature on NPM and compares traditional and NPM approaches. The purpose is to analyze NPM's suitability for Nigeria's public sector and provide recommendations for its implementation. Secondary sources were used in

EFFICIENCY PROBLEMS IN PUBLIC SECTOR PROJECTS PLANNING AND IMPLEMENTATION STAGE

Emils Pulmanis

This document discusses efficiency problems in public sector projects, specifically during the planning and implementation stages. It identifies several key challenges including low institutional capacity, limited stakeholder involvement, and the need for public sector organizations to adapt to increasing pressures for cost-effectiveness, quality, and accountability. The document analyzes factors that impact efficiency and sustainability in Latvian public sector projects from 2013-2014. It finds that public sector projects in Latvia often lack thorough planning and preparation in the initial stages. Improved project management practices and tools are needed to enhance efficiency.

Future Trends in Public Administration Public administration i.docx

laquandabignell

Future Trends in Public Administration Public administration is, by nature, a constantly changing field. As new local, state, and national leaders are elected and new administrations take office, policies and patterns inevitably change. Moreover, public administration is subject to the same economic, cultural, and technological shifts that affect the private sector, the nation, and the world. For example, the global recession has forced many private corporations to cut costs, streamline operations, and increase efficiency in order to remain profitable. Government organizations have had to enact similar changes in response to shrinking budgets and pressure to perform the same tasks with fewer resources. Throughout this course, you have explored many trends that have influenced the development of public administration in recent years, including the reinventing government movement, privatization, entrepreneurialism, and e-government. In this Discussion, you take a closer look at how two trends—technology and collaboration—have influenced public administration in recent years, and consider how you think one of them may influence the field in the future. Select one of the two trends you have examined this week: technology or collaboration. Reflect on how this trend has influenced public administration in recent years, and how it may continue to influence public administration in the future. Consider specific examples that support your ideas. With these thoughts in mind: Submit 150 – 500 word response: Due by Thursday 7/09/15 a brief description of the trend you selected. Then explain how this trend may influence public administration in the future. Provide at least two specific examples to support your thoughts. Support your work with specific citations from the Learning Resources. You are allowed to draw from additional sources to support your explanation, but you must cite using APA standards. All quoted material must be identified, cited, and referenced per APA standards. .

1. Discuss the various uses of public budget. 2. Discuss the benefit.docx

KiyokoSlagleis

1. Discuss the various uses of public budget. 2. Discuss the benefits and weakness of bureaucratic discretion to public sector management. 3. Explain how ethical choices influence the decision making and performance of public administrators in recent times. 4. Explain the politics of administrative reforms. 5. Why is the issue of illegal immigration a good example of the intergovernmental relations mess in the US. 6. From what you have learnt so far, briefly explain the key responsibilities of public administrators and t best way of meeting the responsibilities. 7. How does administrative responsibility contribute to the attainment of public interest. 8. Explain the pros and cons of the politics- administration dichotomy as espouse d by Woodrow Wilson. 9. Explain how public budget could be political. 10. Discuss the importance of administrative communication to public decision making and performance. .

Again, based on the literature review, what is the operational def.docx

nettletondevon

Again, based on the literature review, what is the operational definition of the course objective? Based on assignment 1, you should have identified a characteristic for the competency and a characteristic for the course objective. The characteristic becomes the operational definition. You use the literature review to show how the operational definition is a valid measure the competency and course objective. Once you have the two characteristics, you need to explain, using the literature, how they are related. Your literature review needs to be based on academic sources and not internet sources published by government agencies. The competency is “To lead and manage in public governance.” The MPA program defines the competency this way. “Public Leadership is the ability to articulate goals consistent with laws and public policies and influence others to achieve those goals in a moral and ethical manner. Public Management is the mobilization of organizational resources to accomplish the goals by balancing competing values including effectiveness and efficiency in an ethical and legal manner.” You have identified program evaluation, strategic management, and cost benefit analysis in the literature review. What is the actual operational definition of the competency? You need to show me how you go from the competency to the characteristic via the literature review. 1 Running Head:WEEK 3 ASSIGNMENT General Comment: Keep in mind the stakeholder for whom the evaluation is being performed. The stakeholder asked you to evaluate an administrative policy, process, or procedure. Your starting point is the competency and course objective. Yet, the stakeholder knows nothing about the UIU MPA program, its competencies, or its objectives. You need to figure out how you will communicate the information without referencing your MPA program. To Communicate and Interact Productively with a Diverse and Changing Workforce and Citizenry This is not the correct competency. You can use “to lead and manage” or “To participate in and contribute to the public policy process.” I. Competency It is important to develop the ability to tailor non-verbal communication skills that allow effective and efficient communication in a diverse population (Schwartz, 2009). A diverse population might include poor people, geographically isolated people, culturally isolated people, or homeless people. When people speak of the needs of a diverse population, many times a large segment of the population is neglected. Schwartz (2009) also, indicated that “approximately 65 million Americans live in rural areas, and these populations face challenges such the lack of adequate funding for social services.” The ability to tailor non-verbal communication to a diverse audience is a competency where flexibility and adaptability are important because they pertain to meeting the various needs of a diverse population. Developing a non-verbal communication strategy .

Defining Public Administration

Carmen Sanborn

The memo discusses whether the UNB Faculty of Business Administration in Fredericton should pursue third-party accreditation, specifically AACSB accreditation. It considers the benefits and costs of accreditation, changes to AACSB standards, stakeholder views on value, and the impact on short- and long-term strategy. The final decision should weigh costs/benefits for all, long-term impact on the faculty, and alignment with strategic direction.

· Present a discussion of what team is. What type(s) of team do .docx

·From the weekly readings and e-Activity, suggest three (3) stra.docx

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