INF220 Grading Rubric Assignment: Identifying Opportunities Instructions Select a company described in the Wall Street Journal, Fortune, Forbes, or another reputable business application. Visit the company’s Web site to find additional information about that company and see how the firm is using the Web. On the basis of this information, briefly identify important business processes and the firm’s business strategy. Suggest information systems that might give that particular business a competitive advantage, including those based on Internet technology. Your paper should be two double-spaced pages in length (excluding title page) and in APA format. Be sure to integrate vocabulary from the text to demonstrate your understanding of concepts. Grading Criteria Identifying Opportunities 8 percent Content Criteria Weight The paper: • identifies a company described in the Wall Street Journal, Fortune, Forbes, or another reputable business application. 2 The paper: • briefly identifies important business processes and the firm’s business strategy. 2 The paper: • suggests information systems that might give that particular business a competitive advantage, including those based on Internet technology. 2 Writing Skills Sentences are complete, clear and concise .5 Paragraph and sentence transitions are present, logical and maintain the flow throughout the paper. .5 Research Criteria The paper includes a minimum of one to two sources including the textbook. .5 Style Criteria Must be 2 pages double spaced in length and formatted according to APA style as outlined in the approved style guide. .5 Running head: THE CONCEPT OF GOVERNMENT1 THE CONCEPT OF GOVERNMENT5 The Concept of Government Name Institution The Concept of Government Max Weber had a different view of government. In his classification, he wrote that government is all about authority. He therefore, distinguishes authority in three different aspects, each of which is directly related to a particular brand of governance that is operative in a certain contemporary society. He however, notes that in order to achieve a particular form of governance in any democracy, there must be some prevailing conditions that must be favored by that particular society. Firstly, Max Weber discussed the charismatic governance or authority. In this type of governance, there is a person who possesses particular traits that make them extraordinary (Beetham, 2013). Charismatic governance entails leaders who are not only capable but also possess the superior charismatic power to rally different people who are prone to conflicts behind their governance. The power that charismatic people derive comes from the massive trust as well as the unbreakable faith that people put in them. This kind of leadership is problematic since it is sometimes based on some promises that the charismatic individual will overhaul a system that is unjust. It is h.

1. INF220 Grading Rubric
Assignment: Identifying Opportunities
Instructions
Select a company described in the Wall Street Journal, Fortune,
Forbes, or another reputable business application. Visit
the company’s Web site to find additional information about
that company and see how the firm is using the Web. On the
basis of this information, briefly identify important business
processes and the firm’s business strategy. Suggest
information systems that might give that particular business a
competitive advantage, including those based on Internet
technology. Your paper should be two double-spaced pages in
length (excluding title page) and in APA format. Be sure to
integrate vocabulary from the text to demonstrate your
understanding of concepts.
Grading Criteria
Identifying Opportunities
8 percent
Content Criteria Weight
The paper:
• identifies a company described in the Wall Street Journal,
Fortune, Forbes, or another
reputable business application.
2
The paper:

2. • briefly identifies important business processes and the firm’s
business strategy.
2
The paper:
• suggests information systems that might give that particular
business a competitive
advantage, including those based on Internet technology.
2
Writing Skills
Sentences are complete, clear and concise .5
Paragraph and sentence transitions are present, logical and
maintain the flow throughout the paper. .5
Research Criteria
The paper includes a minimum of one to two sources including
the textbook. .5
Style Criteria
Must be 2 pages double spaced in length and formatted
according to APA style as outlined in the
approved style guide.
.5
Running head: THE CONCEPT OF GOVERNMENT1

3. THE CONCEPT OF GOVERNMENT5
The Concept of Government
Name
Institution
The Concept of Government
Max Weber had a different view of government. In his
classification, he wrote that government is all about authority.
He therefore, distinguishes authority in three different aspects,
each of which is directly related to a particular brand of
governance that is operative in a certain contemporary society.
He however, notes that in order to achieve a particular form of
governance in any democracy, there must be some prevailing
conditions that must be favored by that particular society.
Firstly, Max Weber discussed the charismatic governance or
authority. In this type of governance, there is a person who
possesses particular traits that make them extraordinary
(Beetham, 2013). Charismatic governance entails leaders who
are not only capable but also possess the superior charismatic
power to rally different people who are prone to conflicts
behind their governance. The power that charismatic people
derive comes from the massive trust as well as the unbreakable

4. faith that people put in them. This kind of leadership is
problematic since it is sometimes based on some promises that
the charismatic individual will overhaul a system that is unjust.
It is however almost impossible to find such leaders as history
suggests. Good examples of charismatic leaders are Mahatma
Gandhi, Nelson Mandela, and Martin Luther King Jr (Beetham,
2013). All these leaders have a common mission to unite their
people amid different differences and adversity.
In addition, Weber (2015) explains Max Weber’s talks of
traditional authority, which normally indicates the presence of a
dominant personality. Such traditional leaders depend on
established traditions or order. Despite the fact that these
leaders are dominant personalities in their societies, they have
prevailing orders in those societies that give them the mandate
to rule or govern. This traditional authority governance
however, reflects daily conduct and routine. Traditional
authority has some level of difficulty that it poses, to the
relation that it is based on some particular dominant power
(Beetham, 2013). According to Weber, all this authority
exhibits some form of a dominant power. Weber explains that
this authority exhibits domination in terms of a leader
exploiting the prevailing circumstances in their society
(Swedberg & Agevall, 2016). In this regard, the traditional
authority suffers from a lack of regularity morally in the
process of creating legal standards.
In addition, Max Weber writes about the third type of
governance, which is legal-rational governance or authority.
Swedberg & Agevall (2016) explains that this kind of
governance is normally stipulated in clearly defined laws. How
people obey these laws is not based on the capacity of leaders
but on the competence and legitimacy of procedures and laws.
The contemporary society is normally dependent on this type of
rationalization, as the problem complexities require a
bureaucratic emergence that embodies systemization and order.
Legal authority helps in the manifestation of power of the
bureaucracy over individuals (Beetham, 2013). In exercising

5. authority, power administration, laws, and rules that include
protocols and institutional duties have control over individuals.
Despite that order and systemization are desirable; bureaucracy
may not be in a position to fully address the problems as well as
concerns of every person.
As discussed, Max Weber has three variations of how he
perceived governance. The first concept is charismatic
governance, in which charismatic leaders possess influential
charismatic powers over their followers. Secondly, there is
traditional authority that bears a leader with dominant
traditional personality. Lastly, there is the concept of legal-
rational governance, which operates under clearly stipulated
procedures and laws.
References
Beetham, D. (2013). Max Weber and the theory of modern
politics.
Swedberg, R., & Agevall, O. (2016). The Max Weber
dictionary: key words and central concepts. Stanford University
Press.
Weber, M. (2015). On the methodology of the social sciences.
Lulu Press, Inc.

6. Classics Theorists Notes
Classics Discussion
When talking the role of manager we are talking about Taylor,
Faole and Gulick.
· Wilsons Dichotomy (1887)
(NEED TO KNOW)
· Politics and Administration are SEPERATE
· Politics
· Purpose: Create Policy
· Involved: elected officials responsible for the creation of
policy
· Laws
· Ordinances
· Policy
· Administration (The Machine)
· Purpose: To implement policy
· Involved: Everyone who is employed by the government
agency including…
· Military
· First responders
· Social services
· Parks and rec, ect
· Even if we (administrators) do not agree with the law, we still
have to enforce it
Fredrick Taylor (talks about role of the manager)
-If nothing else, he was about EFFICIENCY
-All about standardizing the methods of business
-Consistency
-Management is the expert of the process
-The beginning of the white-collar workforce

7. -Created a science behind industrial work or any type of work
realistically
-Concerned more with the efficiency than care and respect
-Wanted to (and did) create replaceable labor
-Wanted to create an industrial utopia (great in theory, nearly
impossible in practice)
-His incentive was not to cut the piece rate for his workers but
to pay them more for their improved efficiency.
-This was not the norm of business operation
-Taylors Scientific Management method made up for the lack of
human efficiency
-He found a way to improve what was thought to be
nonimprovable
-Only worthy managers should be managers (Managers are not
to be lazy, or entitled, or dominant of thought over their
workers)
-The idea was that this scientific management could be applied
to all forms of life (school, government work, lifestyle, ect.)
Max Weber 1922 (Father of Bureaucracy) talks about:
organizational structure
-Six characteristics of Bureaucracy (more about how we manage
not how we govern)
1. Well defined formal hierarchy of command
2. Management by rules and regulations
3. Division of labor and work specialization
4. Managers should maintain an impersonal relationship with
their employees
5. Competence and not personality should be basis for job
appointment
6. Formal rules, regulation, procedures, decisions, and actions
by the organization and its members should be recorded in order
to preserve consistency and accountability.
Marry Parker Follett 1926 (Talks about leadership and
management style)

8. -Recognized the holistic nature of community and advanced the
idea of reciprocal relationships in understanding the dynamic
aspects of the individual in the relationship to others
-Advocated the principle of what she termed integration or
noncoercieve power.
-A forward thinker in conflict resolution
· There is a person involved in getting more work done with an
administration
· Working with a person gets more production out of a person
working with vs. working over them
· “Power with” rather than “power over”
There are some industries where Taylor works for that
environment
All of these theories are how managers should or could manage
their employees and work with them
Elton Mayo
· Hawthorne Effect
· A type of reactivity in which individuals modify or improve an
aspect of their behavior in response to their awareness of being
observed
· The novelty of increased attention could lead to temporary
increases in workers’ productivity
· Managers who understand informal ties among workers can
make decisions for management’s benefit
· People’s work performance is dependent on both social
relationships and job content
· The lighting with workers in a factory higher will higher
productivity and lower the lighting and higher productivity
therefore he drew off of Follet and find that there was
something else affecting their work
· Also found (researchers) people produce better if they think
somebody cares
· 1) the presence of the researcher can change behavior 2)
(pulling off of Follet) if we as managers pay attention and make
the employees feel like their views are important someone cares

9. then that increases productivity
We are just trying to figure out public admin in 1912
management
Then with Weber it more about what do we do with management
and how we implement management
Luther Gulick (1937)
· POSDCoRB (Talks about the role of managers)
· Planning
· Working out in broad outline
· Example “we are going into a digital social media method”
· What are we going to do in the future
· Organizing
· Establishing the formal factor
· Weber thinking “how we are going to do this” steps to get
there
· Staffing
· Follett or Taylor
· How do we decide to put which staff where
· Training falls under this
· Directing
· Then telling them what to do
· Coordinating
· Example reporters coordinate with photographers
· Reporting
· The manager going to their bosses after getting from their
subordinates what they’ve done and making sure that they are
dong their jobs
· Focus on the manager reporting up
· Budgeting
· Division/Coordination of work
· Workers should only have one boss
· Gulick focuses in at this point—management is management
not about the worker
· Takes a look on the role of the manager—focus on the

10. manager
· Back then there were workers and managers (white collar
workers and blue collar worker) you do what you do
Chester Barnard (1938)
· Functions of the Executive
· Stressed “soft” factors such as “communication” and “informal
processes” in organizations
· Weber views communication through the hierarchy
· There is something more different types of organizations and
communication formal and informal
· Seven Essential Rules (1-4)
· Channels of communication should be definite
· Everyone should know the channels of communication
· Everyone should have access to the formal channels of
communic1ation
· Lines of communication should be as short and direct as
possible
· There is someone sometimes in an informal sense that exists
as for example a person you go to when you want to get
something done—the informal channel of organization if you
want something done so you may go through both ways
· Example show M.A.S.H. where the clerk was always the
person to go if you want something done
· You see this form around the “water cooler” and you find out
who the person you go to if you want something done because
of those casual informal organization
· If the workers don’t feel like the higher ups will have their
backs they will break apart the formal organization—the bond
with the informal organization can come up and overcome the
formal organization by bonding together with the informal and
overthrowing
· Example “Ferguson Effect” and proactive police work is ideal
but the ferguson effect is that police officers don’t care about
doing that anymore being the nosy person and getting an idea of
the neighborhood so you will figure out when something is

11. off—but you don’t get paid or anything for doing that extra
work
· How much extra effort will put into a job if they feel like
management won’t have their back
· That informal communication and understanding
Abraham Maslow (1943)
· He wasn’t a business person or a public administration person,
he was a psychologist so he takes it from a very psychological
approach
· Page 118 in the classics book
· Levels of motivation
· Levels of need pyramid:
· Level 5 Self-actualization—after you have reached esteem
then and only then can move up to self-actualization
· Are you doing what you were meant to do?
· You may realize after going through everything else that you
may need to be doing something else on this earth—a
metaphysical sense, example mid-life crisis,
· Level 4 Esteem—after you have the love and belonging you
may go for the award or the medal or whatever
· Level 3 Love/Belonging—example if you have an employee
that you make feel loved and belonged to an organization
· Level 2 Safety—for example if your people are living in an
environment that is safe, living situations, a house that is safe,
an environment that is safe
· Maybe you can extrapolate that questions if your job is even
safe
· You will not be motivated by anything else if you don’t’ feel
safe
· Job security, physical safety, if you feel safe within the job,
working conditions, interpersonal relationships
· Level 1 Physiological—the base need that you cannot move up
the motivational ladder if first and foremost your physiological
needs are met—you need this done or else nothing else will be
done

12. · For example the first responders in new york—there is a place
for maslow and others where maslow doesn’t apply well in that
area
· Maslow says that once you overcome a level it cannot
motivate you anymore—the next level up can only motivate
you.
Douglas McGregor (1957)
These theories were written for the managers. Do you as a
manger fall into theory X or theory Y?
-Theory X
-Workers dislike working
-Avoid responsibility and need to be directed
-Have to be controlled, forced, and threatened to deliver what’s
needed
-Need to be supervised as every step, with controls put in place
-Need to be enticed to produce results otherwise there is no
ambition or incentive
-Theory Y
-Workers take responsibility and are motivated to fulfill the
goals they are given
-Seek and accept responsibility and do not need much direction
-Consider work as a natural part of life and solve work
problems imaginatively.
Herbert Simon (1946)
-Bounded Rationality
-Only going to look at a few options and chose what you like
the best. Not the same as rational choice where one looks at all
options and chooses the best for them.
-Satisficing (satisfied and sufficient)
-In order to talk about organizations, we need to talk about
decision-making.
Charles E. Lindblom (1959)
-The science of muddling through

13. -Incrementalism
-Trial and error (does this work? No but how about this?)
-Policy revolution is evolutionary, not revolutionary
Graham Allison (1979)
-Public and private leadership: They are fundamentally alike in
all unimportant respects
-Other than that we are different
-Public sector does what no one else wants to
-Public sector handles the wicked problems
Public Admin Theory
By: Savannah Spicer and Greg Amantia
Spoils and Merit System
President Andrew Jackson
Supporter of spoils system
Promoting and hiring of government employees (friends,etc)
based on political affiliation.
Pendleton Act
Became law in 1883
Merit System

14. Wilson’s Dichotomy
Politics
Purpose: Create Policy
Players: Elected Officials
Responsible for…
Policies
Laws
Ordinances
Administration
Purpose: Implement Policy
Players: All employed by a government agency
Administrator's duty to enforce policy regardless of their
personal feelings.
Scientific Management (Frederick Taylor)
Standardized Industry
One best way
Created science behind management
Efficiency and Consistency
Can be applied to all sectors
Ex. Starbucks and McDonalds

15. Max Weber
Similar to Taylor → standardized procedures
Organizational Structure: bureaucracy
formal/rigid > loyalty to bosses
Six Characteristics of Bureaucracy
Clearly defined job roles (hierarchy of command)
Management based on rules and regulation
Division of labor and work specialization
Managers maintaining an impersonal relationship with
employees
Competence > personality, as a basis for job appointment
Rules, Regulations, procedures, decisions and actions of
organization/its members , should be recorded to preserve
accountability and consistency
Mary Parker Follet

16. Workers are human beings, not expendable tools
“Power With” not “Power Over”
Individuals will work their best when they feel ownership
Leadership and the work environment
Abraham Maslow
Psychological Approach: Motivational Theory
Model of human needs are arranged in a hierarchy
Theory X
Workers dislike working

17. Avoid responsibility
Lacks independence
Need to be supervised constantly
No ambition
Workers are motivated
Seek and accept responsibility
Problem solvers
See work as natural part of life
Theory Y
What are your thoughts?
Do you believe people are born X or Y?
New Public Management
1980’s - Present Day
A series of reforms to improve:
Efficiency and Performance

18. For: Western governments and/or public sector organizations
Placed the focus on citizens
Recipients of the services
Customers of the public sector
New Public Management
Points to the inadequacies and failures of public sector
performance over time
Locates the problem in the nature and processes of the public
activity and public administration
Reshape the interactions between the public and government
Customer oriented public service
Uses ideas from the private sector to improve the interactions
between citizens and public administrators.
New Public Management
8 Aspects to NPM

19. Strengthening steering functions
Devolving authority, providing flexibility
Ensuring performance, control and accountability
Improving the management of human resources
Optimizing information technology
Improving the quality of regulation
Providing responsive service
Developing competition and choice
https://www.youtube.com/watch?v=C-3-lEEHvzc
The Hawthorne Effect
(Elton Mayo)
Individuals modify or improve behavior when being observed.
Idea that increased attention could lead to temporary increase in
productivity.
Understood the work performance is dependent on both social
relationships and work environment.

20. Wicked Problems
Rittel & Webber
These are problems that have no easy solution
Solution
s are not right or wrong, good or bad
Sometimes, a symptom of another problem
Has many explanations
http://ed.ted.com/on/NW5f9Iqw/review_open#question-1
Theories and History
Dr. Linda-Marie Sundstrom

21. Name / Where do you work
How far along are you in the MPPA Program
Other classes you’re taking this term
Have you ever lived or traveled outside the United States
What do you hope to get out of this class
Introductions
Articles of Confederation (1777)
Constitution (1787)
Constitution was signed in 1787, but ratified by New Hampshire
(9 of the 13 states) in 1788
The term in the video “republican” refers to a representative

22. republic form of government (elected representatives
representing the people) ruled by the constitution (as opposed to
a democracy), not the political party
Federalism
https://www.youtube.com/watch?v=bO7FQsCcbD8
13:03
Overview
Articles of the Constitution include
Article I – Legislative Branch
Article II – Executive Branch
Article III – Judicial Branch
Article IV – States Rights
Article V – Amendment Process
Article VI – Constitution is the Law of the Land
Article VII – Ratification
https://www.youtube.com/watch?v=GiahGIKTl00
(1:28)
Articles I, II, and III

23. Hamilton, Madison, Jay
https://www.youtube.com/watch?v=b9lCkWJ72yE&list=PLi3U-
nPPrbS5d-juhFwo3hTBso0gq2sUZ&index=45
(Start video at 2:20 mark)
Federalist Papers (1787-1788)
First 10 Amendments to the Constitution
https://www.youtube.com/watch?v=yYEfLm5dLMQ
(3 minutes)
Bill of Rights
2/3 of both houses
3/4 of all states
https://www.youtube.com/watch?v=epuwfzEJ4PU&list=PLi3U-

24. nPPrbS5d-juhFwo3hTBso0gq2sUZ&index=41
(4:55)
Constitutional Amendments
https://www.youtube.com/watch?v=J0gosGXSgsI
Federalism
President Andrew Jackson – Spoils System
President Garfield shot by supporter
Pendleton Act
Signed by President Chester A. Arthur
Spoils System/Merit System

25. Wilson’s Dichotomy (1887)
Politics/Administration Dichotomy
Politics
Purpose: To create policy
Involved: Elected Officials responsible for the creation of
policy
Laws
Ordinances
Policy
Administration
Purpose: To implement policy
Involved: Everyone who is employed by a government agency
including
Military
First responders
Social services
Parks and rec, etc.
Scientific Management
One Best Way

26. Frederick Winslow Taylor (1912)
Henri Fayol (1916)
14 Principles of Management
Division of Labor
Authority
Discipline
Unity of Command
Unity of Direction
Subordination
Remuneration
Centralization
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Esprit de Corps

27. He did not like the fact that employees were more loyal to their
bosses then to their organizations which therefore created a
family-like structure.
He instead believed in a more formal and rigid structure of
organization known as bureaucracy.
Bureaucracy is a non-personal view of organizations
Formal structure that has rules, and formal legitimate authority
It has characteristics of appropriate management practices.
Max Weber (1922)
Six Characteristics of Bureaucracy
Well defined formal hierarchy of command
Management by rules and regulation
Division of labor and work specialization
Managers should maintain an impersonal relationship with their
employees
Competence and not personality should be basis for job

28. appointment
Formal rules, regulations, procedures, decisions and actions by
the organizations and its members should be recorded in order
to preserve consistency and accountability
Max Weber (cont’d)
She recognized the holistic nature of community and advanced
the idea of "reciprocal relationships" in understanding the
dynamic aspects of the individual in relationship to others.
Advocated the principle of what she termed "integration," or
noncoercive power-sharing based on the use of her concept of
"power with" rather than "power over.“
https://www.youtube.com/watch?v=qTgnhatFvPc
(4:39 History)
Mary Parker Follett (1926)
Hawthorne Effect

29. A type of reactivity in which individuals modify or improve an
aspect of their behavior in response to their awareness of being
observed
The novelty of increased attention could lead to temporary
increases in workers' productivity.
Managers who understand informal ties among workers can
make decisions for management's benefit
People's work performance is dependent on both social
relationships and job content.
Elton Mayo (1920s)
Brownlow, Merriam, & Gulick recommended changes to the
Executive Office of the President including:
Creating aides to the President in order to deal with the
administrative tasks assigned to the President.
The President should have direct control over the administrative
departments.
The managerial agencies - The Civil Service Administration, the
Bureau of the Budget, and the National Resources Board -
should be part of the Executive Office.
The Reorganization Act of 1939 incorporated only two of the

30. recommendations.
The most important results of the actions taken by Roosevelt
were the creation of the Executive Office of the President and
the creation of a group of six executive level assistants.
Brownlow Commission 1937
POSDCoRB
Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting
Division/Coordination of work
Workers should only have one boss
Gulick (1937)

31. Functions of the Executive
Stressed "soft" factors such as "communication" and "informal
processes“ in organizations
Seven Essential Rules (1-4)
Channels of communication should be definite
Everyone should know the channels of communication
Everyone should have access to the formal channels of
communication
Lines of communication should be as short and direct as
possible
Chester Barnard (1938)
Competence of persons serving as communication centers
should be adequate
The line of communication should not be interrupted when
organization is functioning
Every communication should be authenticated
Organizations endure, however, in proportion to the breadth of

32. the morality by which they are governed
The endurance of an organization depends upon the quality of
leadership, and that quality derives from the breadth of the
morality upon which it rests
Chester Barnard (7 Rules cont’d)
Abraham Maslow (1943)
Bounded Rationality
Satisficing
In order to talk about organizations, we need to talk about
decision making (Simon)
https://www.youtube.com/watch?v=ErnWbP_Wztk
Herbert Simon (1946)

33. Waldo challenged mainstream scholars' view of public
administration as a value-free, non-partisan social science that
promised to make government more efficient and effective.
Dwight Waldo (1948)
Theory X
Workers dislike working.
Avoid responsibility and need to be directed.
Have to be controlled, forced, and threatened to deliver what's
needed.
Need to be supervised at every step, with controls put in place.
Need to be enticed to produce results; otherwise they have no
ambition or incentive to work.
Douglas McGregor (1957)

34. Theory Y
Workers take responsibility and are motivated to fulfill the
goals they are given
Seek and accept responsibility and do not need much direction
Consider work as a natural part of life and solve work problems
imaginatively
McGregor (Cont’d)
The science of muddling through
Incrementalism
Policy change is evolutionary, not revolutionary
Charles E. Lindblom (1959)

35. New Public Management (NPM) is the label given to a series of
reforms from the 1980s onwards, to improve the efficiency and
performance of western governments and/or public sector
organizations.
New Public Management (1980s)
Strengthening steering functions
Devolving authority, providing flexibility
Ensuring performance, control and accountability
Improving the management of human resources
Optimizing information technology
Improving the quality of regulation
Providing responsive service
Developing competition and choice
https://www.youtube.com/watch?v=C-3-lEEHvzc
EU Based
https://www.youtube.com/watch?v=uLHbUF7dADA
R. Swanson - Start at 1 minute mark (1:15)

36. NPM - 8 Aspects to NPM
Public and private leadership: Are they fundamentally alike in
all unimportant respects
Graham Allison (1979)
The New Public Service
Serving, Not Steering
A new model of governance that stresses the need to engage
citizens in governance of their communities
Denhardt & Denhardt (2007)
In order to talk about organizations, we need to talk about

37. decision making (Barnard, Simon)
Rational Choice
Bounded Rationality
Satisficing
Herbert Simon
https://www.youtube.com/watch?v=ErnWbP_Wztk
Garbage Can Theory
Cohen March and Olsen, 1972
https://www.youtube.com/watch?v=raTM7OSSQ8k
Charles Lindblom
The Science of Muddling Through
Incrementalism
Decision Making Theories
Elite Theory
Group Theory
Rational Choice Theory
Institutional Theory
Political Systems Theory
Agenda Setting

38. John Kingdon’s Three Streams (1984)
Problem Identification
More of a crisis, more likely it will get on the agenda
Policy Alternative Development
Politics
Swings of national mood to face the problem
Three streams work largely independent of each other
When these three streams converge, the more likely it will get
on the agenda (a policy window is open for a very short time)
Policy Entrepreneurs need to seize the opportunity because the
window will close quickly
Agenda Setting
Problems with no easy solution (e.g., poverty)