Chapter 9

Key Terms:

• Affirmative Action: A policy or program intended to hire into public service or to promote to higher levels citizens from minority backgrounds who previously were excluded or underrepresented in the workforce, including women, African Americans, Hispanic Americans, and Native Americans.
• Civil Service: Term for all nonmilitary employees of government; sometimes refers to a merit system as opposed to a patronage system.
• Collective Bargaining: Union bargaining on behalf of a group of employees as opposed to an individual worker representing him-or herself.
• Comparable worth: A principle of equal compensation-that is, the same rate of pay for work judged to be comparable in value to the employer or to society; used to redress past pat inequities, particularly with respect to women.
• Counterbureaucracies: Agencies, such as merit system protection broads at federal, state, or local levels, charged with protecting employee right and the efforts of public agencies to balance managerial flexibility with merit principles.
• Equity Pay Act of 1963: federal Law to have equal pay work, especially for women workers.
• General Schedule: The pay scale and job classification system for the federal government; has ratings 1 through 15.
• Human Resource Development: The process of (and the unit or agency responsible for) administering and making policy for people and positions with the public sector.
• Impasse Resolution: A occurring when either labor or management concludes that no further progress can be made toward a settlement during labor negotiations; typically leads to one or more impasse procedures-mediation, fact-finding, arbitration, or referendum. 
• Merit System: Approach to staffing based on formal qualifications for selection, promotion, and retention of employees rather than party affiliation.
• Office of Personnel Management: the federal agency responsible for managing the national’s government’s personnel.
• Patronage System: the system of selecting employees or awarding contracts on the basis of political party loyalty or affiliation.
• Performance Appraisal: formal method of evaluating an employee’s work performance; used for promotion and retention and to document disciplinary action.
• Personnel: The employees of an organization; also refers to the personnel function and the administrative unit responsible for it.
• Position classification: A system of job description used to organize jobs under a civil service merit system into classes or categories based on the duties and responsibility; the purpose is to delineate authority, establish chains of command, and denote pay scales.
• Public Personnel Administration: The totality of government organization, policies, procedures, and processes to match the specific needs of public agencies and the people who staff them.
• Recruitment: the process of advertising job opening for qualified candidates for an agency from which managers can choose.
• Reduction in Force (RIF): Laying off public personnel.
• Reverse Discrimination: Compensation for the past discrimination against racial, ethnic, or gender minorities that has the effect of discriminating against majority members of society (mostly white males); typically involves the use of fixed quotas to ensure minority hiring or promotion.
• Seniors Executive Office (SEO): Established in 1978 by the Civil Service Reform Act, The SES promotes professional growth, mobility, and versatility among upper-grade career officers and some political appointees.
• Spoils System: Practice of hiring for jobs or awarding contracts on the basis of party loyalty and connections and some political appointees.
• Sunshine Bargaining Laws: Laws that require open proceedings among state and local governments concerning negotiations with public employee union.
• Union: Group employees who establish formal organization to represent them when negotiating with management over wage and working conditions or in cases of disciplinary action.

Chapter 8

Key Terms:

• Evaluation Research: An attempt to assess specific policy option by conducting experiment, assessing their outcomes, and recommending whether or not an experimental policy option should be more probable implemented. 
• Policy Analysis: Study to assess the probable effects of a policy.
• Process-Oriented Management: Style of management that focuses on objectives limited to feedback and process objectives.
• Program Evaluation: The systematic analysis of any activity or group of activities conducted by a government to assess short-and long-term effects, both anticipated and unanticipated.
• Results-Oriented Management: Style of management that stresses realistic, measurable, and outcomes-oriented program objectives.
• Stakes: How much an individual or an agency stands to gain or lose, depending on the outcome of policy bargaining.
• Temporary Assistance to Needy Families (TANF): Welfare-to-welfare approach enacted in the 1996 federal welfare reform law.

Chapter 7:

Key Terms:

• Critical Path Method (CPM): An analytical management technique that seeks the path with the smallest margin of extra resources with which to complete all assigned program activities. 
• Focus Group: A smaller number of individuals (generally a dozen or fewer) who share a common characteristic and are brought together to discuss a product or service under the leadership of trained observer.
• Management: The process of running an organization; the use of resources to accomplish goals; the individuals who are formally authorized to run an organization.
• Managerialism: An entrepreneurial approach to public or policy management that emphasizes a set of beliefs that better management (that is, a reinvigorated scientific management) will solve a wide range of economic and social ills.
• Management by Objectives (MBO): An approach to program and policy management that defines short-and long-term objectives and keeps a record of actual program results to determine effectiveness.
• Objective: A short-term goal; it must be met on the way to a larger overall achievement.
• Operational research (OR): A management technique that stresses efficiency by maximizing some “payoff” function clearly within the goals being sought; comes into play only after value choice have been make; replies on the use of probability theory, queuing techniques, and mathematical model building to allocate and use resources within a designated subsystem.
• Opportunity costs: the value resources would have when used in the best possible way or simply another specified alternative way.
• Organizational development (OD): A process for increasing an organization’s effectiveness by stressing that maximum effectiveness is achieved by integrating an individual’s desire for personal growth with organizational goals.
• Performance Management: The systematic integration of an organization’s efforts to achieve its objectives.
• Productivity bargaining: Method applied by public managers to use private-sector approaches to contract negotiation; links employee wage increases to various cost-cutting efforts, including increasing on-the-job productivity.
• Program Evaluation and Review Technique (PERT): A management analytical tool   that maps out a series of steps that will carry out a program.
• Quality Circle: Small group of 3 to 15 workers meet regularly to discuss, analyze, and solve problems they experience on the job.
• Reengineering: A fundamental rethinking and redesign of organizational processes to bring about significant improvements in costs or quality of services.
• Stakeholders: People affected directly or indirectly by an organization’s activities.
• Strategic Management: A philosophy of management that links strategic planning to an organization’s day-to-day operation and decisions.
• Strategic Planning: A set of processes used by an organization to assess a strategic situation and develop strategy for the future.
• Strategy: The overall conduct of major enterprise to achieve long-term goals; the pattern found in a series of organizational decisions.
• SWOT Analysis: A review of an agency’s strengths, weaknesses, opportunities, and threats.
• Tactics: The short-term, immediate decisions that, in their totality, lead to the achievement of strategic goals.
• Total Quality Management: A new term for quality control in its most expanded sense of a total and continuing concern for quality and the production of goods and services; seeks organizational performance at an optimal level.

Chapter 6: The Criminal Justice System

Chapter 6

• Key Terms:
  • Bargaining: An approach to decision making and a model articulated by Charles Lindblom; involves incrementalism to analyze policy decision.
  • Bureaucratic Politics Model: A model suggested by graham Allison; views policy decisions as the result of a game and the push-pull of bureaucratic actors.
  • Contracting out: Refers to having work performed outside an agency’s own permanent staff of employees; a major means of privatization and an attempt to reduce the size of the public sector.
  • Decision Making: The process of choosing on curse of action from among the choices available.
  • ExComm: The National Security Council Executive Committee, which managed the Cuban Missile Crisis of 1962 during the Kennedy Administration.
  • Externality: The cost generated by one person or organization that is passed on to another or to society at large.
  • Incremental Approach: Decision-making model in which a serious limited, successive comparisons among a narrow range of options through continual incremental adjustments determining the outcome of the decision.
  • Mixed Scanning: A model of decision making suggested by Amitai Etzioni; sees decision as the results of fundamental and nonfundamental choices that embody aspects of the rational model and the bargaining model of decision making.
  • Negative Externality: An effect on decision making that imposes social costs on the community, such as air and water pollution by private-sector industry.
  • Participative Model: A decision-making model that assumes participation by all who will be affected by it, thereby ensuring their participation in the process; the rationality of the decision depends on their inclusion.
  • Pervasive Ambiguity: A decision situation with so much uncertainty that the assumptions of the rational model do not apply; an assumption of the garbage-can model of decision making.
  • Privatization: The sale of government services and operations to the private sector.
  • Public Choice Decision-Making Model: A view of decision that assumes that (1) the self-interest of government officials causes inefficient programs and (2) the simple solution is to turn over as many public programs as possible to the private sector.
  • Satisfice: Herbert Simon’s distinctive term for an organizational decision that does not maximize, but only satisfies, or suffices, or (combined) satisfies.
  • Sunk Costs: Certain irrecoverable costs associated with prior commitments of resources to pursue a policy; they raise the stakes in decision making.

Chapter Five: Alternative Theories of Organizational Behavior

Key Terms:


Key Terms:

• Administrative Doctrine: The rules and standard operating procedures of an organization that embody its basic values and tenets.
• Authority: The rightful power to make decisions within legally defined limits, with the expectation of widespread compliance.
• Bureaucracy: The totality of government offices or all government employees; also used as a dictionary term to refer to an inefficient organization plagued by red tape or calcified into an inflexible structure.
• Bureaucratic Dysfunction: Pathological aspects of bureaucracies that make them inefficient; unthinking adherence to rules as ends rather than as means; a source of red tape.
• Charismatic Authority: Authority that rests on personal devotion to individuals because of their sanctity, heroism, or exemplary character.
• Classical Theory: The original theory about the organizations that closely relates them to military organizations and emphasizes hierarchical structure, chain of command, division of labor, formal authority system, and bureaucratic behavior.
• Closed System: An organization made analogous to a physical system, such as a machine, whose operation is unaffected by its environment.
• Efficiency: Accomplishing production-related economic goals in the most expeditious manner and at the least cost.
• Esprit De Corps: Group spirit; a sense of team shared by those in the same group or undertaking.
• Feedback: the positive or negative effects of the outputs of a system on its environment.
• Group Cohesion: Shared assumptions, beliefs, and values that help organizational members operate as a team.
• Group Dynamics: A subfield of organizational behavior that stresses how groups develop and behave internally and externally.
• Hawthorne Experiments:  a set of management studies conducted by Elton Mayo and associates from the Harvard Business School in the late 1920s and the early 1930s at the Hawthorne Works of the Western Electric Company near Chicago; instrumental in developing the human relations school of organization theory.
• Humanistic Theory: A reaction to the overly authoritarian perceptions of classical organizational theory; approach emphasizes the creativity of human behavior and views efficiency and productivity as strongly influenced by informal aspects of organization; humanists stress noneconomic needs as motivating workers’ performance.
• Inputs: Resources such as equipment, supplies, and the energy of employees used by an organization.
• Learning Organization: Peter Senge’s term for an organization that nurtures new patterns of thinking so that its members learn together to improve both the organization and their personal lives.
• Legal-Relation Authority: Based on a legally established impersonal order-the rule of law.
• Motivation: All of the factors of the working environment that either positively or negatively affects on an individual’s work.
• Needs Hierarchy: A set of five goals or basic needs arranged in a hierarchical order; associated with Abraham Maslow and the human relations school of organization theory.
• Neoclassical Theory: A perspective that revises and expands on classical organization theory.
• New Public Management Theory: A school of organization that advocates a shift from administrative bureaucracy to entrepreneurial organization and the use of the public choice model of decision making that views decisions as market driven.
• Open System: An organization made analogous to a biological entity that lives in and exchanges inputs and outputs with its environment.
• Organization: A group of people structured into a division of labor and working together to achieve common goals.
• Organizational Development: An approach to organizational management that focuses on analyzing organizational problems and findings solutions.
• Organization Theory: A set of laws or propositions that explains how people and groups behave in various organizational structures.
• Outputs: Products or services of a system that affect its environment and create feedback.
• POSDCORB: An acronym for planning, organizing, staffing, directing, coordinating, and budgeting; the term was coined by Luther Gulick in 1937 to stress the essential elements of the work of the chief executive.
• Principles of Management: Fundamental “truths” or working hypotheses that shape management thinking and action.
• Quality Circles: Small groups of 3 to 15 workers who meet regularly to discuss, analyze, and solve problems they experience on the job.
• Scientific Management: An approach to managing people in an organization that believes there is “one best way” to do any task; it is the fastest and the most efficient method to do so and is discovered through a scientific process of observation.
• System: Any organized collection of parts united by prescribed interactions and designed for the accomplishment of a specific goal or task.
• System Theory: A theory of organization that emphasizes in interactive and interrelated set of elements- an environment, input, processes, output, and feedback.
• Theory X: A term coined by Douglas McGregor that describes as set of assumptions about human nature that guide an individual on how to manage people; it emphasizes that people dislike work, must be threatened to perform, prefer to be directed, and avoid responsibility.
• Theory Y: A term coined by Douglas McGregor that describes as set of assumptions about human nature that guides management of workers; it holds that work is natural, workers can be self-directed, and imagination, ingenuity, and creativity.
• Theory Z: Patters of organization and operations of contemporary Japanese corporations that assume productivity is a function of social or managerial organization and can be greatly enhanced by communication, feedback, and worker involvement.
• Total Quality Management (TQM): A new phrase for equality control in its most expanded sense of total and continuing concerns for quality and production of goods and services; seeks organizational performance at an optimal level
• Traditional Authority: Authority that rests on the belief in the sacredness of immemorial traditions; obligation of personal loyalty to chief selected in the traditional way.