Test Bank for Public Administration: An Action Orientation, 7th Edition, Robert B.

Denhardt,

Test Bank for Public Administration: An

Action Orientation, 7th Edition, Robert
B. Denhardt, Janet V. Denhardt, Tara A.
Blanc, ISBN-10: 113393921X, ISBN-13:
9781133939214
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2 Chapter 1: Personal Action in Public Organizations

responsiveness that is central to the work of public administrators and also highlight the
increasing importance of understanding the activities of political and administrative officials in a
global context. A key component of Chapter 1 is a focus on what public and nonprofit managers
actually do, including a discussion about the characteristics of the most effective and responsible
public and nonprofit managers and the kinds of skills the work of public administration requires.
The chapter also includes a discussion about the reasons why various people study public
administration and how the study of public administration can help prepare for administrative
positions. The authors touch on the interaction of government and business and the importance of
public administration in everyday life and emphasize that understanding the world of
administrative action not only is the basis for good scholarship but also for making things happen
in the public service.
Finally, the chapter introduces two major themes that have characterized work in public
organizations and continue to be of great importance—politics and administration and
bureaucracy and democracy—and discusses how these themes manifest in today’s public
administration as the tension between efficiency and responsiveness.

 CHAPTER OUTLINE
I. WHAT IS PUBLIC ADMINISTRATION?
A. Values of Democracy
 Public Administration in History: THE DEMOCRATIC DREAM
B. Contrasting Business and Public Administration
 Exploring Concepts: PUBLIC ADMINISTRATION IS DIFFERENT FROM
BUSINESS
1. Ambiguity
2. Pluralistic Decision Making
3. Visibility
C. Thinking about Public Administration Today
1. Publicness
2. The Global Context
II. WHAT DO PUBLIC ADMINISTRATORS DO?
A. An Inventory of Public Management Skills
B. Voices of Public Administrators
III. WHY STUDY PUBLIC ADMINISTRATION?
 Exploring Concepts: WHY STUDY PUBLIC ADMINISTRATION?
A. Preparing for Administrative Positions
B. Combining Technical and Managerial Training
C. Interaction of Business and Government
D. Influencing Public Organizations
E. Making Things Happen
 Public Administration in History: PUBLIC SERVICE: A
DISTINGUISHED PROFESSION

Copyright © Cengage Learning. All rights reserved.

 Chapter 1: Personal Action in Public Organizations 3

IV. ISSUES IN PUBLIC ADMINISTRATION THEORY AND PRACTICE

A. Politics and Administration
1. Ensuring Accountability
B. Bureaucracy and Democracy
C. Efficiency versus Responsiveness
V. SUMMARY AND ACTION IMPLICATIONS

 CRITICAL THINKING QUESTIONS

1. The term democracy can be interpreted in a variety of ways. How do we interpret the
concept of democracy, and which of these interpretations helped form the democratic
society within which American government operates?
2. According to the authors, publicness distinguishes the work of public and nonprofit
managers from other similar activities. Define the term publicness and discuss how it
defines the work of public and nonprofit managers in today’s society.
3. The authors argue that one of the most important trends in contemporary American
society is the increasing interaction between business and government. Discuss the
importance of this interaction and why a clear understanding of the relationship between
the public and private sector is necessary.

 LECTURE LAUNCHERS
1. Woodrow Wilson and many others believed that government organizations would be
most efficient by adopting the business principles and hierarchical models of the private
sector. However, the authors note that this concern with efficiency must be placed within
the context of democratic government, which emphasizes individualism, equality, and
liberty. Discuss how these two ideas are at odds with one another and how this leads to
tension between bureaucracy and democracy—what are the characteristics of each, and
why do they lead to this tension? What examples of this can we see in public
administration today?
2. A 1985 study by the federal Office of Personnel Management (OPM) offered a
description of the broad elements of managerial performance at the supervisory,
managerial, and executive levels (visit http://www.opm.gov/ses/recruitment/qualify.asp
and refer to the OPM findings concerning management excellence that are reported in
Chapter 1 and in the appendix to that chapter, List of Core Executive Qualifications). The
study includes a set of skills, attitudes, and perspectives that distinguish the work of
highly successful managers. Using this report, discuss the skills that successful public
managers need to develop. Focus on the different skills that are required at different
levels. How do the skills needed by first-line supervisors differ from those required for
middle managers? What kinds of broader skills do those who aspire to serve as
executives at the highest levels of the public service need to develop? How can students
use this skill inventory to evaluate themselves?
3. In the section titled “Why Study Public Administration?,” the authors describe the
various reasons for studying public administration, including preparing for administrative
positions, combining technical and managerial training, helping business and government
interact, and influencing public organizations as a citizen. Discuss the ways in which

Copyright © Cengage Learning. All rights reserved.

4 Chapter 1: Personal Action in Public Organizations

these reasons relate to the importance and pervasiveness of public administration in our
everyday lives; i.e., how does public administration touch our lives every day? How
many people and how many areas of expertise are involved in doing the work of the
government? How do the decisions of those in government influence other arenas? How
can studying public administration enhance our opportunities for influencing the
operations of the government?

 IN-CLASS ACTIVITIES
1. Ask students to complete the following exercise as individuals. Ask them to share their
responses during a class discussion:
Exercise: First, write a short paragraph that describes your motivation for entering the
public service. Be specific about the reasons you are considering a public service career.
Next, refer to the descriptions of the three types of general skills that all managers need
(conceptual, technical, and human) and write a brief paragraph for each that describes
your level of skill development in each category. Include specific examples that
demonstrate your proficiency in each of these skill categories.
2. Break the class into small groups to discuss the following case: Recently fraternities and
sororities at a large university were informed that the property tax classification for their
houses was being changed from “residential” to “commercial”—a change that would
increase the assessed values of the properties from 19 percent to 32 percent and would
cost the houses thousands of dollars in new taxes. The members felt that the change was
inappropriate because, as one person stated, “There’s not a fraternity or sorority on
campus that makes a profit.” On the other hand, a county official pointed out that the
houses contain more than “four dwelling units,” as the law describes it. Moreover,
fraternities and sororities likely are not residential enterprises and definitely are not
agricultural ones (as specified in the law), so they are relegated to the third “catch-all”
category, “commercial and all others.” If you were advising the fraternities and sororities
as to how they might seek relief, what would you recommend? What kind of action
should they take? Where should an appeal originate? How might it proceed?

 KEY TERMS
Autocracy Government by one.
Democracy A political system in which decision-making power is widely shared among
members of the society.
Equality The idea that all persons have an equal claim to life, liberty, and the pursuit of
happiness.
Individualism The idea that the dignity and integrity of the individual are of supreme
importance.
Liberty The idea that individual citizens of a democracy should have a high degree of self-
determination.
Oligarchy Government by the few.
Policy analysis Process of researching or analyzing public problems to provide policy makers
with specific information about the range of available policy options and advantages and
disadvantages of different approaches.

Copyright © Cengage Learning. All rights reserved.

 Chapter 1: Personal Action in Public Organizations 5

Policy analysts Persons who provide important information about public programs through
research into the operations and impacts of the programs.
Program managers Persons ranging from the executive level to the supervisory level who are in
charge of particular governmental programs.
Public administration The management of public programs.
Staff managers Persons who support the work of program managers through budgeting and
financial management, personnel and labor relations, and purchasing and procurement.

 WEB LINKS
The following are links to the leading organizations for those in the field of public
administration and nonprofit management:
Academy of Management, Public and Nonprofit Division: (http://division.aomonline.org/pnp/).
Alliance for Nonprofit Management: (www.allianceonline.org).
American Political Science Association: (www.apsanet.org).
American Society for Public Administration: (www.aspanet.org).
Association for Public Policy Analysis and Management: (www.appam.org).
Independent Sector: (www.independentsector.org).
International City Management Association: (www.icma.org).
National Academy of Public Administration: (www.napawash.org).
The National Association of Schools of Public Affairs and Administration: (www.naspaa.org).

The following are links to other helpful sources for both public and non-profit managers:
Chronicle of Philanthropy: (www.philanthropy.com).
Government Executive magazine: (www.govexec.com).
Office of Personnel Management: (www.opm.gov).
The Public Manager: (www.thepublicmanager.org).
U.S. Census Bureau: (www.census.gov/).
U.S. Government Official Web Portal: (www.governing.com).

 INSTRUCTOR RESOURCES
Balutis, Alan P., Terry F. Buss, and Dwight Ink. Transforming American Governance: Rebooting
the Public Square. Armonk, NY: M.E. Sharpe, 2011.
Ban, Carolyn. How Do Public Managers Manage? San Francisco: Jossey-Bass, 1995.
Bevir, Mark. Democratic Governance. Princeton, N.J.: Princeton UP, 2010.
-----. The Sage Handbook of Governance. Thousand Oaks, CA: Sage Publications, 2011.
Bowman, James S., Jonathan P. West, and Marcia A. Beck. Achieving Competencies in Public
Service: The Professional Edge. 2nd ed. Armonk, N.Y.: M.E. Sharpe, 2009.

Copyright © Cengage Learning. All rights reserved.

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