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Casual Articles - Public Administration: Why and How
Many business owners sincerely believe they understand their company brand. They can describe it, quantify it and explain its place in the market. They can recount corporate history and accomplishments and detail future plans and goals. These are all necessary items for communicating a company's brand message, but they are also the most superficial ones. These descriptive attributes tell us about what the business does, but not who the company is. The true power of a brand does not come from the what, where, when and how. It comes from the "who" and "why."Think about it for a minute. Almost every organization can cite what they do, where their offices are located, when they started and how they do what they do. It's the same in science and many other fields. Experts explain how things work, but not w
1. Government should act as a catalyst—it should ‘‘steer,’’ rather than ‘‘row.’’
2. Government should empower rather than serve.
3. Government should be competitive.
4. Government should be mission-driven rather than rule-driven.
5. Government should be result-oriented, and shoul
A few months ago a strategic planning exercise led me to ask about the kinds of technology entrepreneurs that I have encountered in the marketplace. Since then, I've done some research into typologies that help with understanding ourselves and others. After I describe my eight entrepreneurial types, I include some quick references into this type of research.My work focuses on helping Entrepreneurs to build and grow their businesses, especially those dealing with software, internet or e-Commerce related businesses. If you were an entrepreneur I worked with, I'd first want to understand you from the perspective of your deepest motivations for your business. This knowledge helps me to answer important questions like:* How do you define success?* What are your business biases?
Management Models of Public Organizations
In the first direction, management of public organizations, two basic models can be recognized: a) the classic administrative model (from Taylor, Wilson and Weber to Simon and March); and b) the human relations model (from Mayo and Follett to Golembiewski and Argyris).
The second direction, bureaucracy in the framework of constitutional democracy, ismore diverse because of its close bonds to the fields of political science, economics and sociology, as well as its larger scope (society at large). Larry Hill, (2) for instance, classifies theories of bureaucracy according to the end result-the impact they prescribe to bureaucracy in governance. This classification has three main categories or theories: (1) bureaucracies are (or should be) weak and instrumental; (2) they are significant actors in political process; and(3) they dominate the policy process.
Paradigms of Public Administration
David Osborne and Ted Gaebler’s Reinventing Government (3) is the most popular paradigm of public administration in the 1990s. It produced a popular agenda for high performance government, an agenda which Vice-President Albert Gore and the National Performance Review (4) adopted in Creating a Government that Works Better and Costs Less. Their recommendations for process and service improvements may have greater impact than those contained in a dozen or so comparable efforts over the last century. Perhaps government has never been under such pressure from the public to be more productive and effective; nor has government appeared more willing to change. The ‘‘reinventing government’’ paradigm is a rather eclectic synthesis of different approaches. It has ten tenets:
1. Government should act as a catalyst—it should ‘‘steer,’’ rather than ‘‘row.’’
2. Government should empower rather than serve.
3. Government should be competitive.
4. Government should be mission-driven rather than rule-driven.
5. Government should be result-oriented, and should
I finally arrived at Allentown, PA to attend a business school just a few days ago. The long drive from my home in Vermont wasn’t too bad because the view was wonderful and relaxing. I arrived at the Allentown business school just in time to have a good weekend to explore before my classes started on Monday, although I would have liked to visit this city a little bit earlier in the month. That would have given the opportunity to get to know the town of Allentown, Pennsylvania little bit better and explore the business MBA school before my classes begin.Getting into the Allentown business school was a bit of a struggle for me. I’m not talking about an academic struggle because this college school wasn't that tough. I also had good grades and good work experience when it comes to business classes. The
Management Models of Public Organizations
In the first direction, management of public organizations, two basic models can be recognized: a) the classic administrative model (from Taylor, Wilson and Weber to Simon and March); and b) the human relations model (from Mayo and Follett to Golembiewski and Argyris).
The second direction, bureaucracy in the framework of constitutional democracy, ismore diverse because of its close bonds to the fields of political science, economics and sociology, as well as its larger scope (society at large). Larry Hill, (2) for instance, classifies theories of bureaucracy according to the end result-the impact they prescribe to bureaucracy in governance. This classification has three main categories or theories: (1) bureaucracies are (or should be) weak and instrumental; (2) they are significant actors in political process; and(3) they dominate the policy process.
Paradigms of Public Administration
David Osborne and Ted Gaebler’s Reinventing Government (3) is the most popular paradigm of public administration in the 1990s. It produced a popular agenda for high performance government, an agenda which Vice-President Albert Gore and the National Performance Review (4) adopted in Creating a Government that Works Better and Costs Less. Their recommendations for process and service improvements may have greater impact than those contained in a dozen or so comparable efforts over the last century. Perhaps government has never been under such pressure from the public to be more productive and effective; nor has government appeared more willing to change. The ‘‘reinventing government’’ paradigm is a rather eclectic synthesis of different approaches. It has ten tenets:
1. Government should act as a catalyst—it should ‘‘steer,’’ rather than ‘‘row.’’
2. Government should empower rather than serve.
3. Government should be competitive.
4. Government should be mission-driven rather than rule-driven.
5. Government should be result-oriented, and shoul
The biggest problem with the carpet cleaning industry is that anyone can get in with little money. In many cases, carpet cleaning businesses are started on less than a few thousand dollars. Then, the start-up "entrepreneurs" jump in with no marketing plan. The only way they know to compete is by price. They figure if they charge the cheapest prices in town, they'll get lots of business.Don't feel bad if that's how you started. Heck, it's how I started. But what you can do is use your competitor's lack of education to your advantage. Based on most of the advertising I see, it won't be hard to beat them.First, make sure you have a reason for you existence. Why is your company needed in your market place? What is your unique selling proposition? If you are just another carpet cleaner, y
Paradigms of Public Administration
David Osborne and Ted Gaebler’s Reinventing Government (3) is the most popular paradigm of public administration in the 1990s. It produced a popular agenda for high performance government, an agenda which Vice-President Albert Gore and the National Performance Review (4) adopted in Creating a Government that Works Better and Costs Less. Their recommendations for process and service improvements may have greater impact than those contained in a dozen or so comparable efforts over the last century. Perhaps government has never been under such pressure from the public to be more productive and effective; nor has government appeared more willing to change. The ‘‘reinventing government’’ paradigm is a rather eclectic synthesis of different approaches. It has ten tenets:
1. Government should act as a catalyst—it should ‘‘steer,’’ rather than ‘‘row.’’
2. Government should empower rather than serve.
3. Government should be competitive.
4. Government should be mission-driven rather than rule-driven.
5. Government should be result-oriented, and shoul
Introduction. Accountants come in all shapes and sizes. Some work with businesses, some work with individuals. Some do taxes, while others never do taxes. Many are CPA's, but you don't have to be a CPA to be a good tax accountant. Some are bookkeepers with little or no formal training. Some are authorized to work directly with the IRS, and to file your return electronically. Finding the right tax preparer can ease your burden at tax time. While finding a tax preparer isn't too hard, finding a good one can be a challenge. Here are seven steps to consider, when looking for a good tax accountant.1. Is the Candidate Authorized by the IRS? There are three types of accountants. First, there are bookkeepers who have little or no formal training in accounting. Second, there are enrolled agents who
David Osborne and Ted Gaebler’s Reinventing Government (3) is the most popular paradigm of public administration in the 1990s. It produced a popular agenda for high performance government, an agenda which Vice-President Albert Gore and the National Performance Review (4) adopted in Creating a Government that Works Better and Costs Less. Their recommendations for process and service improvements may have greater impact than those contained in a dozen or so comparable efforts over the last century. Perhaps government has never been under such pressure from the public to be more productive and effective; nor has government appeared more willing to change. The ‘‘reinventing government’’ paradigm is a rather eclectic synthesis of different approaches. It has ten tenets:
1. Government should act as a catalyst—it should ‘‘steer,’’ rather than ‘‘row.’’
2. Government should empower rather than serve.
3. Government should be competitive.
4. Government should be mission-driven rather than rule-driven.
5. Government should be result-oriented, and shoul
If you've worked on the Internet for any length of time, then you probably realize how important it is for websites to offer valuable information. Many companies offer free information products to grab a targeted audience. There's no doubt that Web surfers are seeking information, and the Internet is often called "The Information Highway." So, what's the key to success for your Web business? Offering valuable information about your niche market!Why Offering Free Information is So ImportantThere are several reasons why offering free information is important to your online business.One, it gives your visitor a reason to fill out their name and email address and sign on for your mailing list. The more subscribers you gain, the more opportunity you will have to sell your products. Many cons
1. Government should act as a catalyst—it should ‘‘steer,’’ rather than ‘‘row.’’
2. Government should empower rather than serve.
3. Government should be competitive.
4. Government should be mission-driven rather than rule-driven.
5. Government should be result-oriented, and should not base its actions on inputs.
6. Government should be customer driven.
7. Government should be enterprising.
8. Government should anticipate rather than cure social ills.
9. Government should be decentralized.
10. Government should be market-oriented.(5)
Goals of Public Administration
Of the two central goals of public administration,(6) first maintenance and then task. The first goal emphasizes the development of a sense of ‘‘inside’’ and ‘‘outside.’’ This requires identifying the analytical ‘‘us’’ as contrasted with ‘‘them,’’ as well as specifying the character and quality of the relationships between the ‘‘us’’ and the heterogeneous ‘‘them.’’
The second central goal emphasizes comprehending what’s going on in management—the development of tools and skills for description, analysis, and action. The first goal may be labeled ‘‘maintenance,’’ and the second ‘‘task.’’ The key questions associated with the first goal are:
• Who am I professionally and, to at least some degree, who am I as a person?
• Whom do I associate with in seeking and applying knowledge?
• With what scholarly discipline(s) or field(s) do I identify?
The key questions associated with the second goal are:
• What is my legitimate domain for study?
• What concepts or tools should I use?
• What are my criteria of reality or truth?
• What are the broad goals or values that my contributions to knowledge or truth should serve?
PUBLIC ADMINISTRATION IN THE SERVICE OF DEMOCRACY
From Reinhold Niebuhr’s classic volume, Moral Man and Immoral Society, we are informed that ‘‘Practically every moral theory, whether utilitarian or intuitional, insists on the goodness of benevolence, justice, kindness, and unselfishness.’’ During the periods of no national ethical unity, it is generally inevitable that the career public service is the first to be affected adversely by the external and internal centrifugal forces of suspicion, distrust, and cynicism.
A heavy burden rests on the career public service to assume the initiative in creating among the body politic the new possibilities for
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