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final Flashcards

know final (83 cards)

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1
Q

Accountability

A

A relationship between people and actions

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2
Q

Whistleblowers

A

individuals who take it upon themselves to disclose activities they believe were wrong

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3
Q

rule of law

A

search for legal boundaries to constrain and channel administrative action

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4
Q

Politics administration dichotomy

A

separating politics from administration

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5
Q

Progress accountability

A

concerned with how agencies perform their tasks

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6
Q

program accountability

A

is a public program achieving its purpose as defined by law

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7
Q

ethical behavior

A

pursuit of this in government raises a tradeoff, we dont want to drive away good people but we want them to be chosen carefully to follow our standards

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8
Q

administrative state

A

public administrations role in society has become pervasive (widespread)

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9
Q

administrative responsibility

A

insists that bureaucracy be held accountable to elected officials

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10
Q

Myths of big government

A
  1. Washington is the center of the big govt problem
  2. Let’s take govt back to Reagan era small govt
  3. Lets cut govt by cutting back number of fed employees
  4. Lets cut waste fraud and abuse
  5. abolishing agencies will shrink govt
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11
Q

special purpose governments

A

most local governments, school districts airport ops, a narrow focus

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12
Q

Direct tools

A

things done most likely by local govts that cause direct action. Direct administration. There are also indirect tools

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13
Q

Government Contracts

A

When the govt signs a formal agreement with private parties government agrees to pay a certain amount of money in exchange for good or service

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14
Q

Government by proxy

A

proxy
use of third party agents to deliver programs that the government funds

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15
Q

Characteristics of Public admin

A
  1. career service but headed by relative amateurs who serve for short period of time
  2. performance measure, govt cant test performance
  3. Competing standards, public admin expected to manage efficiency and equitably
  4. public scrutiny
  5. persuasion
  6. scope of authority, legally required to administer the law
  7. Oversight
  8. Policy execution
  9. Policy Formation
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16
Q

Antideficiency act

A

forbids officials from spending money on any purpose thats not explicitly authorized

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17
Q

Humanist approach

A

A challenge to hierarchy. Condemns the impersonality of bureaucratic hierarchies and demands for humanizing orgs

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18
Q

Fiscal accountability

A

ensures that agency officials spend money on the programs they are supposed to spend money on

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19
Q

voice

A

one way workers can deal with something bad happening, promotes accountability. they stand their ground and fight for what is right

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20
Q

exit

A

resigning from position sometimes with a public attack

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21
Q

Pluralist approach

A

emphasizes realities of political life focuses on fundamentally political model of organizational interactions

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22
Q

Principals and agents

A

principals are elected officials who make policy and delegate power to agents. subordinates have a contract to do their tasks not just doing them because a higher up told them too

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23
Q

Characteristics of authority in agencies

A
  1. Principals and agents
  2. Narrow and legally defined specialization
  3. Internally divided specialized structure
  4. Role of the game, agency identifies who does what
  5. Staff of experts
  6. An outside definition of roles and responsibilities
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24
Q

Classical Model of Power Structure

A

Clear jurisdictions of power
prime goal is efficiency
Bases of organizations, can be structured to four different strategies: (1)purpose, (2) process, (3)clientele, (4)place.
Focus purpose at the top
Span of control
single head of agencies
separate line and staff

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25
Bureaucratic Model of Power Structure
focuses on the roots of authority within organizations
26
Systems theory
sees organizational work as set of related parts and seeks to generalize about all organizations, Closed system = organization as a machine no outside influences Open system= organization is like a biological organism
27
System boundaries
defines authority
28
System Purpose
every organization system has this motivator which translates into outputs
29
Interweaving
Increased reliance on third parties
30
Core functions of executive branch
1. Managing Money 2. Maintaining Internal Law and Order 3. Keeping the Country Safe 4. Managing Country's foreign affairs
31
Cabinet
15 exec departments some department and agencies perform more of their missions themselves while other agencies rely on third parties because they are interwoven with private and nonprofit sectors
32
Independent agencies
1/10th of fed govt employees. SSA s much of that spending and employees some are government corporations
33
Regulatory Commissions
rely on complex tools, licensing rate fixing etc to control parts of economy
34
bureaus
principal operating org in agencies
35
field offices
1. most govt ops happens away from hq 2. common strategies for organizing field works is by ask and area, areal system each region has single national office to oversee all agents in the area regardless of dept affiliations
36
Problems of exec. management
1. Top elected execs not good at managerial things and few have interest in administration and need to tend politics to survive 2. Officials often develop independent power bases among legislators and interest groups and dont stay long 3. Interdepartmental friction points have multiplied
37
Office of Management and Budget
Main function is budget but has others Legislative clearance review of congressional legislation review of proposed agency legislation management review intelligence about exec branch ops
38
National Security council
focus of presidential foreign policy making
39
Organizational values
(1) Neutral Competence (2) Executive Leadership (3)Representatives
40
Horizontal and Vertical coordination
vertical : superior of two opposing agencies makes decision other agencies Horizontal: agencies coordinate with each other to determine specific boundaries
41
neutral competence
calls for the creation of a highly skilled bureaucracy insulated from the political interference that can undermine efficiency
42
organization criteria
-Public acceptance -Adaptability -Consistency of decisions -Professional Competence -Participation representation and diversity -Effective database - accountability to the president cost and timeliness - promotion of private efficiency - accountability to congress - compatibility with state regulation
43
Fire Alarm Oversight
- legislators focus their oversight on problems as they arise
44
Police Patrol Oversight
- Legislators conduct routine patrols explaining the implementation of programs
45
purpose of oversight
- assurance that administrators follow legislative intent - investigation of instances of fraud waste and abuse - collection of information - evaluation of program effectiveness - protection of legislative prerogatives - personal advocacy - reversal of unpopular actions
46
legislative review
- legislative oversight -authorizing committees - appropriations committees - committees on govt ops - members serve on multiple committees every dept. of govt has countless committees in charge of oversight
47
barriers to information flow
- secrecy - executive privilege - administrative confidentiality
48
Government Accountability Office (GAO)
- was used for accounting at inception, but now gives advice to govt officials on programs -created in 1921
49
Characteristics of accountability
- Voluntary Compliance - Standard Setting - Monitor - Sanctions
50
Principles to make accountability work
Independence to control and insulate from corrupting forces redundancy multiplying control agencies with overlapping jurisdictions increase chance of causing problems this can also be bad
51
Big questions of accountability
- Decay - Evidence - Narrow Slices - Interweaving - Administrative Law - Federalism
52
4 basic principles of civil servants
- hire by merit - pay according to position - protections from political interference - obligation to accountability
53
Position Classification
Position id as special knowledge required + responsibilities grade level captures difficulty fifteen GS levels 1-8 clerical position
54
Grade Creep
system creates this tendency for agencies to multiply number of high admin positions roles or seek higher classification for existing positions higher pay = easier to get good employees
55
Hiring Process
- Moves to replace civil service exam + KSAs w detailed resumes - rule of three top 3 candidates but move s slowly that another candidate may already been hired - veterans get a five point bonus in hiring - very diverse workforce
56
Promotion System
1. Career service 2. Face to face assessment 3. Flexibility 4. Chain reaction (promotion from within) - very few govt workers are fired but sometimes tight budgets force reductions in force
57
unionization
some states have moved away from collective bargaining dont have same rights to strike
58
the hatch act
No employee in exec branch of fed govt shall take part in political campaigns
59
Revolving Door
Prevent from using govt contracts to pull business for new employer
60
Human Capital
quality of govt depends on quality of workers but how good is govt at matching people to jobs
61
4 issues with workers in fed govt
1. leadership 2. human capital planning 3. retaining talent 4. results oriented culture
62
senior executives/administrators
- ses (senior executive service) 7,700 employees 575 prez appointees ECQ 1: leading change 2: leading people 3.Results Driven 4. Business Acumen 5. Building Coalition
63
Obama reform of Senior Executive Service
limit performance awards pay more than people they supervise streamline application process try out other jobs
64
regulation
- defines how administrators do what they are expected to do by the laws - balance individual freedom
65
economic regulation
ensure competition by preventing monopolies regulates entry to a business, prices, safety, standards of service
66
spillover effects
- if paper mill discharges in river downstream communities have to pay cleanup better to send problems downstream
67
cost-benefit analysis
govt should not impose new regulations whose benefits exceeds cost of complying with them. Its difficult because cost is straightforward whereas benefits are often not monetary
68
risk assessment
govt analysts assess risk in deciding how to regulate industry some risks better for progress
69
administrative rulemaking
one basic regulatory approach by admin agencies agencies set broad standards that apply to all persons and orgs meeting guidelines
70
Adjudication
Other regulatory approach judges within agencies hear individual cases cases accumulate into body of rules
71
rational approach
maximizes efficiency
72
bargaining approach
maximizes political support
73
participative decision making
improve decisions by involving those affected
74
public choice
substitute market like alternatives for other incentives that distort decisions
75
Rational-decision making
- define goals/problems - identify alternatives - calculate the consequences for each option - decide - begin again
76
Information Asymmetry
subordinates(agents) know more than their superiors (principals)
77
Revenue Forecast
a plan for managing the differences between the spending and the revenue
78
Fiscal Policy
the government taxation and spending that affect the economy
79
Macroeconomics
Study of the broad interactions between governments economic activity and the behavior of that economy
80
Monetary policy
created by the federal reserve to manage interest rates and the money supply
81
The Budget Accounting Act (1921)
- created the modern presidency -divided the budget functions into 3 sections 1. Budget preparation and execution in the executive branch 2. Budget appropriation and past audit in the legislative branch 3. Shared executive-legislative authority over budget control
82
Legitimacy
building public support for programs, not only among stakeholders but also in political commitment to pursuing public goals; can be achieved through the 10 core strategy
83
Incrementalism
- describes how budgeting works and prescribes how it should work - central theory of bottom-up budgeting - created by Aaron Wildavsky
PPA 265
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