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In Week 3 , we highlighted important issues that arise within the context of bureaucracies that influence the effectiveness of a bureaucratic organization. Characteristics of a bureaucracy were examined, as well as how different forms of group structure play important roles in the operations of a bureaucratic organization. Bringing in the importance of policy goals and how those goals are integrated into the actions of a bureaucracy, we also explored how effectiveness of an organization could be assessed by measuring its attainment of a preferred balance in the four policy goals. Other issues examined this week included various decision making processes and the centrality of communication. Bureaucracy grew because society needed to do things—build roads, educate students, collect taxes, fight battles, and dispense justice. A dichotomy of views exists about bureaucracies. First, they are needed to achieve government’s mission—service to the public. Second, they are distrusted and disliked by the public they serve because of impersonal rules and red tape. In your discussion, explain what can be done about the public hostility toward bureaucracy. How can these organizations become more effective and responsive to the public? How does the type of decision-making process influence effectiveness of bureaucratic organizations? .

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Developing a Progressive Advocacy Program Within a Human Services Agency Linda Plitt Donaldson, PhD ABSTRACT. This paper brings together knowledge from research and practice to suggest a set of building blocks on which a progressive advocacy program could be developed within a human services agency. Pro- gressive advocacy is defined as advocacy motivated primarily by a desire for social change that addresses underlying structural and power inequities that includes methods to meaningfully engage agency clients or con- stituents in all aspects ofthe advocacy process. The paper concludes with a case study showing the development of an advocacy program within a nonprofit homeless services agency and discusses the constraints on its development. Implications for research, education, and practice are also discussed. doi:10.1300/J147v32n02_03 [Article copies available for a fee from The Haworth Document Delivery Service: l-800-HAWORTH. E-mail address: <[email protected]> Website: <http://www.HaworthPress.com> © 2008 by the Haworth Press. All rights reserved.] KEYWORDS. Advocacy, nonprofit, human services, leadership, em- powerment, social change INTRODUCTION Since the emergence of the charity organization societies in the late 1800s, nonprofit human service agencies have been the cornerstone of the U.S. response to community needs. The common image of nonprofit Linda Plitt Donaldson is Assistant Professor, Catholic University of America, National Catholic School of Social Service, 620 Michigan Avenue, NE, Washington, DC 20064. Administration in Social Work, Vol. 32(2) 2008 Available online at http://asw.haworthpress.com © 2008 by The Haworth Press. Ail rights reserved. doi:l0.1300/J147v32n02_03 25 26 ADMINISTRA TION ¡N SOCIAL WORK human service agencies as providers of shelter, food, clothing, and other forms of treatment for the symptoms of intractable social problems over- shadows their important history as social change agents. For example, the poverty movement, battered women's movement, and gay rights movement were enabled by the participation of nonprofit agencies that served the needs of those groups. This skewed view of nonprofits as purveyors of charity but not justice may lead important agency stakeholders like do- nors. Boards, Executive Directors, and staff, to the conclusion that advocacy practice is neither worthwhile nor appropriate as a core function for human service agencies. The purpose of this paper is to stimulate a greater understanding of the role and purpose of advocacy as a distinct program within a human service agency and to lay out a framework for developing one. Advo- cacy is defined as "any attempt to influence the decisions of any institutional elite on behalf of a collective interest" (Jenkins, 1987, p. 197). The term progressive advocacy practice refers to advocacy that (1) seeks to address underlying structural and power inequities as distinct from advocacy motivated by organizational inter ...

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In the book “The Public Sector”, Jan-Erik Lane discussed entirely about various aspect of Public administration. He traced back the root of Public Administration and illustrated the long of it to come till Public Choice phase. He entirely gave glance at the organograms of the government, reform initiatives to cope with politico-economic global stance as well as suggestions about the acceptance of the is and the tough meaning the normative and theoretical part of administration . Besides, introduction and conclusion parts, the book fourteen distinct chapters containing fourteen different issues. As a part of my regular academic activities, I was assigned by Dr. Ferdous Arfina Osman, my honourable course teacher , to review the book “The Public Sector ” written by Jan-Erik Lane . Hope, this review with will give a compact and clear notion about the book.

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Video 1 Link https://waldenu.kanopy.com/video/group-therapy-live-demonstration Video 2 Link https://waldenu.kanopy.com/video/group-therapy-live-demonstration Liberty University Search within Bottom of Form Login / Register Public Administration Review PUBLIC ADMINISTRATION AND THE DISCIPLINES Full Access Collaborative Governance: Integrating Management, Politics, and Law Lisa Blomgren Amsler Abstract Scholars have engaged in an ongoing dialogue about the relationships among management, politics, and law in public administration. Collaborative governance presents new challenges to this dynamic. While scholars have made substantial contributions to our understanding of the design and practice of collaborative governance, others suggest that we lack theory for this emerging body of research. Law is often omitted as a variable. Scholarship generally does not explicitly include collaboration as a public value. This article addresses the dialogue on management, politics, and law with regard to collaborative governance. It provides an overview of the current legal framework for collaborative governance in the United States at the federal, state, and local levels of government and identifies gaps. The institutional analysis and development framework provides a body of theory that incorporates rules and law into research design. The article concludes that future research on collaborative governance should incorporate the legal framework as an important variable and collaboration as a public value. Practitioner Points · In designing public engagement and collaborative processes, public managers must consider the legal framework that governs their action. · Relevant law varies across the federal, state, and local arenas and shapes design choices. · Collaboration itself is an important value to the public and stakeholders. · Public managers must acquire an understanding of basic constitutional and administrative law to plan effective public engagement and collaborative governance. · In seeking to innovate, public managers should consider what the relevant legal framework is and consult with legal counsel. However, they should also consider the likelihood that in-house counsel may be risk averse. · When innovation presents a case of first impression, one for which there is no case law, managers should ask not whether they can innovate by using participatory and collaborative processes but how to do it consistent with their legal authority. Public administration scholars have engaged in an ongoing dialogue about the relationships among management, politics, and law in public agencies’ work (Christensen, Goerdel, and Nicholson-Crotty 2011; Rosenbloom 1983, 2013). Collaborative governance presents a new challenge for this dialogue. As an umbrella term, it describes various system designs and processes through which public agencies work together with the private sector, civil society, and the public to ide ...

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Copyright © Cengage Learning. All rights reserved. CHAPTER 3 The Interorganizational Context of Public Administration  LEARNING OBJECTIVES 1. Understanding the relationships among the many groups—public, private, and nonprofit—that drive the effectiveness of public programs and affect the work of the public manager 2. Learning about the federal system of government and the complexities of intergovernmental relations that result from federalism 3. Understanding how the relationship and power division between federal and state governments has evolved 4. Exploring the issues associated with privatization and contracting and public-private partnerships 5. Understanding the unique challenges of nonprofit organizations  SUMMARY OVERVIEW This chapter is concerned with relationships among public-sector organizations, an issue that has become an increasingly important focus for public administrators at all levels. Given the complexity of modern society, the work of a public administrator likely will involve an intricate set of relationships with a variety of groups external to the administrator’s own agency, including public, nonprofit, and private organizations. The chapter includes a comprehensive discussion about the concept of intergovernmental relations (IGR), which the authors define as “the complex and interdependent relationships among those at various levels of government as they seek to develop and implement public programs,” and federalism, which is the relationship and division of power between the federal government and state governments. This discussion addresses the changing patterns of funding for public programs, which is instrumental to an understanding of intergovernmental relations, and touches on the various approaches to federalism that have been employed in the United States. This includes a description of how recent presidential administrations, from Reagan to Obama, have approached the relationship between the federal government and the states, and offers insights into the courts’ influence in this area as well. This chapter also addresses IGR from the perspective of states and localities, including funding and the use of preemptions and mandates, and includes a discussion of subnational relationships, including state-to-state, state-to-local, and local-to-local. This is followed by an examination of the relationships between governmental and nongovernmental organizations in the public sector, highlighting the role of the latter in the policy process. As the authors note, not only have nonprofit, for-profit, and faith-based organizations taken a leading role in delivering public services, they also play an important part in bringing issues to the public agenda and influencing decisions about public problems. An important theme running throughout this discussion concerns a description and an evaluation of 30 Chapter 3: The Interorganizational Context o.

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Collins did not understand the events that led to the reasoning why and actions how Wells Fargo conveyed victories, achievements, and accomplishments. Therefore, Collins was incorrect. Wells Fargo as a company was able to achieve earning because of their successful strategies in profit revenue or turnover for each employee. The Good to Great article brought up that many people were surprised when finding out what made companies successful especially in relation to the leadership (Collins, 2001). Our text states that it is difficult for companies to find good ethical leaders because they tend to be more expensive (Meese, Ortmeier, 2001). Unethical leadership is sure to bring the downfall of any business; it is impossible to have a successful business if there are unethical practices, the employees are also bound to begin these practices making it difficult for the company to hold their end of their promises to their customers or members. "He who oppresses the poor to make more for himself or who gives to the rich, will only come to poverty" (Proverbs 22:16). Collins, J. (2001). Good to great: Why some companies make the leap and others don't. New York, NY: Harper Collins. Mees, E., Ortmeier, P. (2001). Leadership, ethics, and policing:Challenges for the 21st century. Upper Saddle River, NJ: Prentice Hall 250-word reply to classmate threads. The reply requires a minimum of 1 properly formatted citation. Each reply must be completed by you, the individual student. Additionally, each thread and reply must reflect a solid Christian worldview through the use of at least 1 Holy Bible reference. Responding to a classmate’s post requires both the addition of new ideas and analysis. A particular point made by the classmate must be addressed and built upon by your analysis in order to move the conversation forward . Thus, the response post is a rigorous assignment that requires you to build upon initial posts to develop deeper and more thorough discussion of the ideas introduced in the initial posts. As such, reply posts that merely affirm, restate, or unprofessionally quarrel with the previous post(s) and fail to make a valuable, substantive contribution to the discussion will receive appropriate point deductions. .

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