Core Concepts Of Pa Are The Development, Implantation And Study Of Governmental Branches

While working for the department, it became very apparent that the practices and management style of the Department Director significantly affected the culture and daily activities of the individual sections under his leadership. First, he would set objectives and standards for the individual sections. These objectives usually looked good on paper but were often unrealistic when applied to daily operations. These lofty ideals, set as goals to middle management, seemed overwhelming and out of touch with the reality of hands on field operations. As a result, middle management would frequently choose to either change or completely disregard the given directives. This disconnect in the chain of command would often cause confusion and inconsistencies at the operations level. Additionally, lack of follow-up meant the Department Director assumed his set objectives were being carried out while lower level employees remained uninformed.

Classifying the authority - Once the departments are made, the manager likes to classify the powers and its extent to the managers. This activity of giving a rank in order to the managerial positions is called hierarchy. The top management is into formulation of policies, the middle level management into departmental supervision and lower level management into supervision of foremen. The clarification of authority helps in bringing efficiency in the running of a concern. This helps in achieving efficiency in the running of a concern. This helps in avoiding wastage of time, money, effort, in

Chain of command Chain of command – This is the order in which authority and power in an organisation is given. Instructions flow downward along the chain of command and accountability flows upward. The more clear the chain of command is, the more effective the decision making process is which means greater efficiency. Delegation Delegation-

The types of bureaucracies that I typically encounter in my workweek is, the Oregon National Guard (ORNG), which is Oregon’s State Militia, under command and control of the state of Oregon Governor. Others include state organizations such as Oregon Department of Emergency Management (OEM), Oregon Department of Health Authority (OHA), and Oregon Department of Forestry (ODF). These four organizations operate independently from each other, nonetheless are tied together during times of a State of Emergency, when called upon by the Governor with the same goal, which is to save human lives, prevent human suffering, and mitigate great property damage. Each organization has a hierarchy established, which the highest level being the Governor of Oregon, followed by the Adjutant General, who has a dual role, as the Governor’s Homeland Security Advisor, and the Commander of the Oregon Army and Air National Guard. Other hierarchy members are comprised of department heads that were either, selected by governing bodies or appointed

The bureaucratic era has been the traditional form of organization for more than a century, in simple terms described as hybridity, standardized operations and none flexibility inside the organization. The change to the post-bureaucratic is shown through personal influence, high trust relationships and the importance of the individuality of everyone (McKenna, Garcia-Lorenzo & Bridgeman, 2010). According to Kernaghan (2000) the characteristic of the bureaucratic era is “position power” and of the post bureaucratic “participate leadership”.

The Government of Pennsylvania is the government structure of the state of Pennsylvania as established by the Pennsylvania Constitution. The Pennsylvania General Assembly is the state legislature of Pennsylvania. The legislature meets in the Capitol building in Harrisburg. The General Assembly is a bicameral legislature.

Within my organisation there are is a hierarchy of staff. With the organisation being a school the person to lead the school would the head teacher. Even though it is the head teacher that encourages all staff and students at the school, the board of governors would ensure that the school strive to achieve the goals and objectives that are set. The person next in authority would be the assistant head teacher. Even though the position of the assistant head teacher would be below in seniority it would be fair to say that these two positions would jointly make decisions within my organisation.

Chain of command can be defined as a line of authority that extends from the top level of the organization to its lowest level. Chain of demand clearly defines that who is accountable to whom and what tasks are to be performed by all the employees. In addition to that, it also clarifies that who should be contacted when any critical situation or problem occurs. Managers usually use the chain of command while assigning jobs to the employees as it helps the employees in understanding who should they report to and who should they contact in case of a problem. There are three basic components of the chain of command (Mahida). The components are listed below:

I feel sometimes if I am uneasy about a decision I make I could try to better this understanding by building on the organizations hierarchy so that I could quickly ascertain if a matter is within my remit and if not who I could refer it to.

Structure and hierarchy come from how work and the work processes are coordinated together and relating how tasks and coordination of these tasks is to be obtained. When determining the authority in the structure of an organization, there are two major options, centralized and decentralized. A centralized organizational setup is where the authority to make important decisions is retained by managers at the top of the created hierarchy whereas a decentralized organizational setup is where the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in the hierarchy. Each choice is made based upon the main goal/task of the organization and what would better fit the organization. Whether work/the

Based on this right, the bureaucracy designed by Weber has clear division of labor; thoroughly indicated hierarchical relationship and pointed out impersonal relationship (Crozier, 1964). In the course of history, there have been various more perfect organizational systems, therefore, bureaucratic theory was questioned and criticized by many scholar. However, there are still certain organizations that use bureaucracy theory to design the corporate structure despite many critical views.

Governmental policies and politics play a critical role in the realization of change in a public agency since the policies are developed and implemented at various levels (Dukeshire & Thurlow, 2002). Since these policies may range from formal regulations and legislation to informal guidelines in an agency, understanding them is important in the achievement of change in a public agency. A Public agency basically functions based on the established policies and politics in the government. Therefore, the accomplishment of the change in a public agency requires an increased understanding of the politics and policies of government.

Understanding the pillars of public administration is a vital way for leaders to gain perspective when leading successfully. Among these six pillars of public administration, the leadership style addresses a connection with any civic organization.

Weber developed a theory of authority structures and describes organizational activity on the basis of authority relations. By building the structure, task responsibilities and decision-making authorities would be clearly defined. He proposed that rational-legal authority (the authority a person possesses be cause of his/her position in an organization, not because of wealth, social st atus or individual’s admirable character) provides the value to develop the u niversal authority structure called “bureaucracy”.

These features of having third parties providing services and the government cutting out responsibilities, but maintaining inherently governmental functions have altered from the traditional conception of government administration. These differences include the government maintaining inherent, core functions. Today, the core functions are debated and have not been explicitly stated or maintained. Furthermore, traditional government administration contracting was based on a good ol’ boys’ system – who you know, more than professional and well-developed pre-soliciting and soliciting stages. However, the traditional administration when dealing with