Discuss The Role Of Public Services In The 21st Century

The City of Bend, Oregon Government consists of approximately 500 employees across thirteen different divisions. These divisions are Police, Fire, Community Development, Public Works, etc and are all coordinated under the City Manager’s office. Bend’s government style is called a “weak mayor” form of city government, in that the citizens elect a city council, which then elects a mayor from among the council members. The city council and mayor, then hire a City Manager to run the day to day operations of the city. In doing this form of government, the City Manager is not directly accountable to the citizens and can focus on the needs of the city and its employees. At the same time, the City Council can only provide direction to the city manager and is accountable to the citizens. The city employees in this case are led by the city manager as directed by city council. The community leadership environment in this case is established by council to provide direction to the city manager.

|Your first task is to write a special news article where you must report on three examples of current affairs that affect |

The findings of article one dispute the stereotypical paradigm believed to be found in public sector bureaucracies. Leadership and excellent performance by public sector organizations do not need to be hindered by the typical bureaucratic subsystems when a well designed transformational leadership model is implemented.

Collaborative governance will redesign the policies which will aim to empower, enlighten, and engage the citizens in the process of self-government. Sirianni has done some case studies and empirical analyses of civic engagement and collaborative governance. From the case studies he has extracted eight core principles of collaborative governance. These eight core principles of collaborative governance and policy design are as pointed below:

Today the new public management (NPM) model is the leading worldview in the public sector. The political climate and ideology during the 1970s and 1980s served as an impetus to migrate away from the old public administration approach and implement new policies and procedures that would be of better service to the public interest and collective good as well as restore trust and value in the bureaucratic process. Thus, during the mid-1990s, the new public management worldview was realized to apply common practices used in the private sector to the public sector. The goal of this approach was to achieve the same level of efficiency found in the private sector and remove some of the redundancy, lack of transparency, and lack of accountability in bureaucratic government to better serve the public interest. David Osborne and Ted Gaebler’s Reinventing Government (1992) served as a catalytic novel in the progression of implementing private practices in the public sector. Under the NPM framework public administrators

Though business-like mechanisms can create a more efficient and potentially innovated government, government and business should be run differently, since they are inherently different in their conceptual values. Appleby explains some of these differences. He argues that no one can serve the public as it should be served unless he or she has a public-interest attitude with certain special characteristics. In addition, business has much narrower extent, while public officials are more broadly stimulated, with a breadth of view and a public-interest attitude. Government is complex as well as vastly interdependent with many other nonprofit and private organizations. Also, the government is subject to public scrutiny and public outcry. According to Denhardt and Denhardt, government acts, in concert with private and nonprofit groups and organizations, to seek solutions to the problems that communities face. In the process, the role of government is transformed from one of controlling to one of agenda setting, bringing the proper players to the table, facilitating, negotiating, or brokering solutions to public problems—often through coalitions of public, private, and nonprofit agencies. Finally, government is different from business

Upon my reflection of the readings of Collaborative Governance: Private Roles for Public Goals in Turbulent times, Chapter’s 1 through 7, I discovered how collaboration in Public Administration is an important tool when dealing on all levels of government together with the public and private sectors. Donahue and Zeckhauser discuss how information and resources is very important in collaborating with public and private partnerships. “Bring the knowledgeable party into the tent. That is the generic argument for collaborations motivated by information. When government lacks information essential to the accomplishment of a public mission and private actors possess

The impact of increasingly salient topics such as race and gender are important for the future of public administration. Considering the soon to come changes in the ethnic make-up of the United States, the future of bureaucracies is heavily reliant on the successful adoption of representative bureaucracies. These bureaucracies must attempt to represent the population both passively and actively. Once passively represented, the research presented suggests that the active representation will soon follow. By adopting this well researched focus, I would argue that there would be an increase in responsiveness and a possible re-implementation of the New Public Service administrative model. Passive and active representation would essentially provide the platform for bureaucracies to serve the population rather than steer the population. Furthermore, there would be an increased awareness on the role of administrators and bureaucracies to advocate for democratic citizenship, community and civil society, and organizational humanism (Denhardt and Denhardt ,

In this analysis we will review a case titled “The Dilemma at the Public Service Department.” We will be discussing different issues, amongst them are: opinions on the honesty, malfeasance, misfeasance, nonfeasance, accountability, competence, and why these particular responsibilities are identified. We will also discuss certain trade-offs made by the commissioner’s loyalty to the department as well as the governor, and public interest. We will also be discussing three barriers when it comes to deciding how the governor will be approached, along with the basic elements that are recommended in strategic management planning.

Male voice: ATTENTION LISTENERS THIS IS A PUBLIC SERVICE ANNOUNCEMENT ABOUT A DANGEROUS HEALTH RISK. THE DRUG METHAMPHETAMINES, ALSO CALLED METH, ICE, CRYSTAL, CHALK AND AMUNG OTHER TERMS. IT TAKES FORM OF A WHITE, ODORLESS, BITTER-TASTING CRYSTALLINE POWDER. METHAMPHETAMINES INCREASE THE AMOUNT OF DOPAMINE LEADING TO HIGH LEVELS OF THE CHEMICAL IN THE BRAIN. THIS DRUG IS HIGHLY ADDICTIVE AND CAUSES ANXIETY, IRRITABILITY, NOT WANTING TO EAT, HIGH BLOOD PRESSURE, HEART PROBLEMS, BRAIN CELL DAMAGE, TROUBLE SLEEPING, AND PARANOIA. TO REDUCE THIS HEALTH RISK YOU MUST GO THROUGH DETOXIFICATION AND GET MEDICATION FOR THE SIDE EFFECTS OF WITHDRAWL. THE EFFECTS USUALLY LAST FROM FOUR TO EIGHT HOURS OR MORE, DEPENDING ON

Similar to the strategies discussed in the Multi-Sector Governance lecture, Rachel discussed the importance of transparency, effective communication, and collaboration between the organizations in order to create change together.4 This includes being open about each organization’s priorities and strengths, as well as gathering input from coalition members before making major decisions. While this process can be lengthy at times, Rachel attributes the coalition’s effectiveness in part to their ability to work together as a team on a common

The many traditional leadership failures and causes were presented and the decades problems of Cleveland, Ohio which was brought to a head under Mayor Kucinich and his brash antagonistic cabinet in 1977 and turned around by Mayor Voinovich’s public- private partnership used as an example of how collaborative leadership can correct problems created by traditional leadership. Part two’s (chapters 4-7) focus was what could be learned from looking at collaboration in action, as well as, discussing how citizens and civic leaders can create successful collaborative initiatives. Part two starts by presenting six successful cases of collaboration that Chrislip and Larson used to discover the keys to successful collaboration which were also presented. The understanding of the motivation and context of collaboration was explained. Then the foundation for citizens and civic leaders to start working on a collaborative project was discussed, as well as, the fundamentals needed for a successful collaboration project with examples like the Denver Bond Project, has an example of a credible, open process given. How to sustain broad – based collaborative initiatives was discussed and three principle ways to do that was laid out. The final section of part two focuses on getting results with collaboration. Results with collaborative initiatives are when all of the tasks of leadership are consciously and

In the following paragraphs, I will explain the dominant theory in public administration practice and elaborate on the major theoretical assumptions of the Old Public Administration. As stated in the question, the world has transformed through globalization, information technology, and devolution of authority since the latter part of the last century. The dominant theory in public administration has been replaced from the traditional rule-based, authority-driven processes of the Old Public Administration with market-based, competition-driven tactics in the New Public Management, beginning in the 1980s (Kettl, 2000, p. 3). This was an effort to privatize government and streamline public administration to maximize efficiency and productivity. Heavily relying on market mechanisms to guide public programs, public administrators in the New Public Management are encouraged to “steer, not row,” meaning they should not bear the burden of delivering services, but instead define programs that others will carry out, through contracting or other means (Denhardt & Denhardt, 2011, p. 13). Core values of the New Public Management include using private sector and business approaches to the public sector, squeezing as many services as possible from smaller revenues, market style incentives, providing customers more choices, and focusing on outputs and outcomes instead of mainly processes.

This paper analyzes the evolution of the field of public administration based on nine theorists’ perspectives on leadership style and organizational structure. It has three parts. The first part compares the nine theorists’ ideas using an organizational framework with special attention to the type of leadership and the environment of the organization. The second part discusses a comprehensive definition of the field of public administration. The third part offers predictions about the field of public administration, and the opportunities and threats faced by it.

The author was hired as the new Vice President of Quality and Safety for a full-service 600-bed government healthcare organization. Within the first month on the job, the national security threat level has been raised to Imminent, which means there is a credible, specific, and impending terrorist threat against the United States and the facility may be directly impacted. Upon this report, the Chief Executive Officer has requested an immediate six to eight (6-8) page report on a proposal for handling such a situation. The author has to be very knowledgeable, factual, accurate, and validated when presenting this proposal.