Description
Follow the instructions and the number of words for each question in the assignment file. Similarity and copying and pasting are prohibited. The grade will be zero. Add sources.
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment-3
MGT324-Public Management
Due Date: 30/11/2024 @ 23:59
Course Name: Public Management
Course Code: MGT324
Student’s Name:
Semester: First
CRN:
Student’s ID Number:
Academic Year: 2024-2025 (1445 H)
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of 10 Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only)
via the allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented; marks
may be reduced for poor presentation. This includes filling in your
information on the cover page.
• Students must mention the question number clearly in their answers.
• Late submissions will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from
students or other resources without proper referencing will result in ZERO
marks. No exceptions.
• All answers must be typed using Times New Roman (size 12, doublespaced) font. No pictures containing text will be accepted and will be
considered plagiarism).
• Submissions without this cover page will NOT be accepted.
Course Learning Outcomes
1. Describe the simple and complex issues pertaining to public
management
2. Ability to rise to ethical issues and challenges in the context of public
management
Answer the following questions:
1. Provide a statement explaining your own personal code of ethics. Include at
least 4 codes in your answer with enough explanation and examples. Refer
to concepts learned in class or in the textbook and link them to your
justification. (500-600 words) (5 Marks).
2. Discuss whether a personal code of ethics could clash with organizational
ethics. Some people believe, that personal ethics and an organization’s
ethics are two different and unrelated concepts. Others believe that personal
ethics should be applied to organization’s ethics. Is it possible that our
personal beliefs and ethics are applicable to our work? Discuss. (500-600
words) (5 Marks)
Important: You are required to present at least three scholarly journals to
support your answers
Answers:
1
2
Public Administration:
An Indispensable
Part of Society
“The care of human life and happiness…
is the first and only legitimate object
of good government.”
THOMAS JEFFERSON
Third President of the United States
(1743–1846)
Public Administration: An Indispensable Part of Society
|
1
OVERVIEW
• Introductions
• Syllabus Review
• Public Administration – History
• Essential Characteristics
• Truths and Myths
Public Administration: An Indispensable Part of Society
|
2
INTRODUCTION
Who are public servants?
Identify three people who you think serve the public, including
their professions and how they serve the public.
• What do all these people have in common? What is their
common interest/goal?
• How does government serve and affect its citizens on a
daily basis through these professions?
Public Administration: An Indispensable Part of Society
|
3
Government from an Organizational Perspective
• Federal
• State
• Municipal
Public Administration: An Indispensable Part of Society
|
4
Government from a Financial Perspective
• Sources
Public Administration: An Indispensable Part of Society
|
5
Government from a Financial Perspective
• Uses
Public Administration: An Indispensable Part of Society
|
6
Public Administration: An Indispensable Part of Society
|
7
Government Services and Accountability
• Nonprofit
• Private
• Role of the Public Administrator
• Truths and Myths of Bureaucracies
Public Administration: An Indispensable Part of Society
|
8
IN-CLASS EXERCISE
Harness the Power of Public Service
(Exercise 1.3)
President Bill Clinton addresses Rutgers University students
regarding the value of public service and civic engagement.
Harness the Power of Public Service – September 29, 2009
• What key messages would you deliver concerning the
importance of public service?
Public Administration: An Indispensable Part of Society
|
9
WRAP-UP
Public Administration:
An Indispensible Part of Society
• What is Public Administration?
• What are the Essential Characteristics of Government?
• What are the Truths and Myths?
Preparation for next class: Read Chapter 2
Public Administration: An Indispensable Part of Society
|
10
Organizational Theory
And Management
“When in charge, ponder; when in trouble,
delegate; when in doubt, mumble.”
JAMES H. BOREN
Author; Founder of the International Association
of Professional Bureaucrats, 1970
Organizational Theory and Management
|
1
OVERVIEW
• Review Last Class – Key Topics
• Key Terms – Organization Theory
• Historical Perspective of Organization Theory
• Public Administration – Major Contributors
Organizational Theory and Management
|
2
INTRODUCTION
X-Y Theory Questionnaire
(Exercise 2.2)
Score the statements on a scale of 0 to 5.
• Is your current work situation X or Y ?
Organizational Theory and Management
|
3
Organizational Theory and Management
|
4
EVOLUTION OF ORG THEORY
Classical
Era
Neo-Classical
Era
Humanizing
Theory
• Taylor
• Simon
• Parker-Follett
• Weber
• Merton
• Maslow
• Gullick & Urwick • Waldo
• Fayol
• McGregor
• Selznick
• Barnard
Organizational Theory and Management
|
5
The Contemporary Theories
• Structural
• Systems
• Quality
• Economic
• Culture
• NPR
Organizational Theory and Management
|
6
IN-CLASS EXERCISE
Managerial Priorities
(Exercise 2.1)
Rate the most important managerial qualities.
• Discuss your results with the person next to you.
Organizational Theory and Management
|
7
WRAP-UP
Organizational Theory
and Management
• The Evolution of Organizational Theory
• Major Contributors
Preparation for next class: Read Chapter 3
Organizational Theory and Management
|
8
Managing Human
Resources
“No duty the Executive had to perform
was so trying as to put the right man
in the right place.”
THOMAS JEFFERSON
Third President of the United States
(1743–1846)
Managing Human Resources
|
1
OVERVIEW
• Review Last Class – Key Topics
• Define Human Resources Management
• Identification, Recruitment, and Retention Strategies
• Public Service Motivation
• Strategies to Build a Motivated Workforce
Managing Human Resources
|
2
INTRODUCTION
What motivates you?
(Exercise 3.1)
Complete the sentences with the first words
that come to mind.
Managing Human Resources
|
3
HR Management
• A Definition – Tactical & Strategic
“Leadership is all about people. It is not about
organizations. It is not about plans. It is not
about strategies. It is all about people–
motivating people to get the job done.
You have to be people-centered.”
COLIN POWELL
U.S. Army General;
Former Secretary of State
Managing Human Resources
|
4
Recruitment
• External Strategies
• Internal Strategies
Managing Human Resources
|
5
Development
• Supervision
• Training
• Motivating
• Evaluating
Managing Human Resources
|
6
Managing Human Resources
|
7
Employee Assistance
• Prevention
• Intervention
• Counseling
Managing Human Resources
|
8
Culture
• Creating Affirmative Culture
• Team Work
Managing Human Resources
|
9
IN-CLASS EXERCISE
Exercise in Counseling
(Exercise 3.4)
Create your own model counseling session script to present to
the class.
• Are the goals of performance appraisals being met?
• Are the objectives of employee counseling being fulfilled?
• Does your script follow the guidelines for effective employee
counseling?
Managing Human Resources
|
10
WRAP-UP
Managing Human
Resources
• A Definition
• A Strategy for Recruitment – Retention
• A Strategy for Motivating
Preparation for next class: Read Chapter 4
Managing Human Resources
|
11
Public Decision
Making
“Decision-making processes hold
the key to understanding organizations.”
HERBERT A. SIMON
Economist; Nobel Prize Winner
Public Decision Making
|
1
OVERVIEW
• Review Last Class – Key Topics
• Decision Making: The Definition, Importance, and Impact
• The Process
• Theoretical Models
• Citizen Involvement
• The Dysfunctions
Public Decision Making
|
2
INTRODUCTION
The Nature of Decision Making
• Definition
• Importance
• Implications
Public Decision Making
|
3
Public Decision Making
|
4
Decision Making Theoretical Models
• Rational Model
• Administrative Model
• Implicit Favorite Model
• Garbage Can Model
• Participatory Model
Public Decision Making
|
5
Public Decision Making
|
6
The Dysfunctions
Public Decision Making
|
7
IN-CLASS EXERCISE
The Town of Twin Creeks Considers a New Law
(Exercise 4.1)
Explore the political, personal, administrative, and economic
issues involved with the pending decision to eliminate
motorized vehicles on the town’s 100-acre lake.
Public Decision Making
|
8
WRAP-UP
Public Decision Making
• Process
• Models
• Dysfunctions
Preparation for next class: Read Chapter 5
Public Decision Making
|
9
Politics and
Public Administration
“A theory of public administration means
in our time a theory of politics also.”
JOHN GAUS
Political Scientist; Public Administration Expert
(1894–1969)
Politics and Public Administration
|
1
OVERVIEW
• Review Last Class – Key Topics
• The Nature of Politics and Administration
• Bureaucratic Politics
• The Iron Triangle
• The Role of Discretion in Administration
Politics and Public Administration
|
2
INTRODUCTION
Politics and Public Administration
|
3
Intersection of Politics and Administration
• Spoils System: Andrew Jackson
• Reformers: Woodrow Wilson
• Legislation: The Pendleton Civil Service Act 1883
Politics and Public Administration
|
4
Politics and Public Administration
|
5
Bureaucratic Politics – The Realism
“There is no doubt that the development of the
administrative agency in response to modern
legislative and administrative need has placed
severe strain on the separation-of-powers principle
in its pristine formulation.”
BYRON WHITE
Football Player; Supreme Court Justice
(1917–2002)
• The Politics School
• Wilson vs. Simon
Politics and Public Administration
|
6
Bureaucratic Discretion – Administrative Law
Politics and Public Administration
|
7
IN-CLASS EXERCISE
Tobacco Settlement Distribution Simulation
(Exercise 5.1)
A $2.5 billion settlement from a tobacco company is awarded
to the State.
In your roles, determine how it would be distributed in your
state.
Remember: No decision = No money
Politics and Public Administration
|
8
WRAP-UP
Politics and Public Administration
• The Spoils System
• The Legislative Reform
• The Iron Triangle and Discretion
Preparation for next class: Read Chapter 6
Politics and Public Administration
|
9
Intergovernmental
Relations
“We’re hearing how Pennsylvania municipalities
are furloughing employees, cutting services
or taking other drastic measures to pay
their bills…If they shared services, the
financial pain would not be so great.”
KEN KLOTHEN
Pennsylvania Department of Community and Economic Development
Intergovernmental Relations
|
1
OVERVIEW
• Review Last Class – Key Topics
• Federalism
• Shared Government
• Improving Performance
Intergovernmental Relations
|
2
INTRODUCTION
Intergovernmental Relations
|
3
Federalism – The Models
Layer Cake
Intergovernmental Relations
|
4
Federalism – The Models
Marble Cake
Intergovernmental Relations
|
5
Federalism – The Models
Picket Fence
Intergovernmental Relations
|
6
Shared Government
Personnel
–
Equipment
–
Services
–
Expertise
Intergovernmental Relations
|
7
Improving Government Performance
• Intra Government Competition
• Inter Government Competition
• Privatization
• Shared Services
Intergovernmental Relations
|
8
IN-CLASS EXERCISE
The Road to the Real Salt Lake Stadium Deal
(Exercise 6.2)
What are the factors in this case that are important to our
discussion on inter-governmental relationships?
Think of your answer in terms of opportunities or threats.
Intergovernmental Relations
|
9
WRAP-UP
Intergovernmental Relations
• Federalism
• Shared Services
• Competition
Preparation for next class: Read Chapter 7
Intergovernmental Relations
|
10
Public
Performance
“An acre of performance is worth
a whole world of promise.”
WILLIAM DEAN HOWELLS
American Author
(1837–1920)
Public Performance
|
1
OVERVIEW
• Review Last Class – Key Topics
• Improving Government Performance
• Total Quality Management
• Measuring to Improve
• Citizen Driven Performance Measurement
Public Performance
|
2
INTRODUCTION
What is a Performance-Driven
Management System?
• Citizens – Customers – Clients – Owners
• Effectiveness – Efficacy – Equity
• Administrators
• Employers
• Founders
Public Performance
|
3
Improving Performance
Public Performance
|
4
Improving Performance
Public Performance
|
5
TQM – Total Quality Management
• History – W.E. Deming
• The Key Elements
• Assumptions:
– The Customer
– Continuous Improvement
– Commitment and Leadership
– Empowerment and Teamwork
Public Performance
|
6
Responsiveness
• The Value of Responsiveness
“The only man I know who behaves sensibly
is my tailor; he takes my measurements each
time he sees me. The rest go on with their old
measurements and expect me to fit them.”
GEORGE BERNARD SHAW
Playright; Critic; Nobel Prize Winner
(1856–1950)
Public Performance
|
7
Performance Improvement Indicators
“What gets measured gets done,
what gets measured and fed back gets done well,
what gets rewarded gets repeated.”
JOHN E. JONES
American Attorney
Public Performance
|
8
Performance Improvement Indicators
Public Performance
|
9
Citizen Driven
Performance
Measurement
Public Performance
|
10
IN-CLASS EXERCISE
City of Deficitprone–Improving Public
Performance (Simulation)
(Exercise 7.1)
Identify unrealized opportunities for productivity improvements
and the obstacles to them.
Public Performance
|
11
WRAP-UP
Public
Performance
• Why Measure?
• TQM
• Performance Management Strategies
Preparation for next class: Read Chapter 8
Public Performance
|
12
Program
Evaluation
“Evaluation is the process of determining
the merit, worth, and value of things.”
MICHAEL SCRIVEN
Evaluation Theorist
Program Evaluation
|
1
OVERVIEW
• Review Last Class – Key Topics
• Defining and Valuing Program Evaluation
• Collecting Data
• Types of Program Evaluation
• Ethics and Evaluation
Program Evaluation
|
2
INTRODUCTION
A Definition
“Program evaluation is the use of social science research
methods in an effort to determine whether a public program
is worthwhile.”
• Systematic
• Applied Research
• Client and Organizational Focused
Program Evaluation
|
3
Collecting Empirical Data
• Surveys
• Interviews
• Focus Groups
• Observations
• Experiments
• Existing Data
Program Evaluation
|
4
Evaluation Types – Assessments
•
•
•
•
•
Needs
Theory
Process
Impact
Efficiency
Program Evaluation
|
5
Ethics and Evaluations
• Informed Consent
• Evaluator Bias
• Client Centered
• Confidentiality
Program Evaluation
|
6
Logic Models
Logic Model for a High School Mathematics Tutoring Program
Program Evaluation
|
7
IN-CLASS EXERCISE
Logic Model Lingo
(Exercise 8.2)
Place the appropriate number or letter code on each line. Be
prepared to explain your choices.
Program Evaluation
|
8
WRAP-UP
Program Evaluation
• Why Evaluate?
• What Data and How?
• Models for Program Evaluation
Preparation for next class: Read Chapter 9
Program Evaluation
|
9
Public
Budgeting
“A budget tells us what we can’t afford,
but it doesn’t keep us from buying it.”
WILLIAM FEATHER
American Publisher; Author
(1889–1981)
Public Budgeting
|
1
OVERVIEW
• Review Last Class – Key Topics
• What is Budgeting?
• The Budgeting Process
• Understanding the Federal Budget
• Budget Types
• Budget Sources/Uses
• Budget Theory
Public Budgeting
|
2
INTRODUCTION
What is Public Budgeting?
“Whatever else they may be, budgets are
manifestly political documents. They engage
the intense concern of administrators, politicians,
leaders of interest groups and citizens interested
in ‘who gets what and how much’ of
governmental allocations.”
AARON WILDAVSKY and ARTHUR HAMMOND
Authors
Public Budgeting
|
3
The Budgeting Process
1. Budget Preparation
2. Governor’s Recommendation
3. Appropriations Bills
4. Appropriations Subcommittees
5. Full Appropriations Committee Action
6. House or Senate Floor
7. Sent to Other Chamber
8. House and Senate Vote on Conference Report
9. Conference Report Adopted
10. Budget Bill Enrolled, Ratified, and sent to Governor
to be signed into law
Public Budgeting
|
4
The Federal Budget
Public Budgeting
|
5
Types of Budgets
• Operational vs. Capital
• Line-Item
• Performance Based (PB)
• Zero Based (ZBB)
• Program Based (PPBS)
Public Budgeting
|
6
Resources – Sources
Public Budgeting
|
7
Budgeting Theories
• Wildavsky
• V.O. Key
• Whicker
• Swedlow
Public Budgeting
|
8
IN-CLASS EXERCISE
Budget Hero (Simulation)
(Exercise 9.2)
Take the budgeting process for the U.S. into your own hands
and feel the impact of your distribution and taxation decisions
in real time.
Budget Hero
Public Budgeting
|
9
WRAP-UP
Public Budgeting
• Definition
• Process
• Theories
Preparation for next class: Read Chapter 10
Public Budgeting
|
10
Public-Sector
Leadership
“You can only govern men by serving them.”
VICTOR COUSIN
French Philosopher
(1792–1867)
Public-Sector Leadership
|
1
OVERVIEW
• Review Last Class – Key Topics
• Leading People
• Managing People
• Theories of Leadership
• Leadership and Power
Public-Sector Leadership
|
2
INTRODUCTION
Qualities of a Poor Leader vs. an Excellent Leader
(Exercise 10.1)
Think of a manager you have worked for that you considered
to be an excellent leader. List the qualities that made you feel
he or she was excellent.
Think of a manager you have worked for that you considered
to be a poor leader. List the qualities that made you feel he or
she was poor.
Public-Sector Leadership
|
3
Leading
• Planning
• Organizing
• Directing
• Coordinating
“A good leader is a person
who takes a little more
of his share of the blame
and a little less than his
share of the credit.”
JOHN C. MAXWELL
Pastor; Author;
Leadership Expert
Public-Sector Leadership
|
4
Managing
•
•
•
•
•
•
•
•
•
Implement
Sensitivity
Negotiate
Cultivate
Respond
Oversee
Alert
Represent
Life-Work Balance
“Leadership
As
Followership”
Public-Sector Leadership
|
5
Leadership Theories
• Trait
• Skills
• Style
• Situational
• Contingency
• Path-Goal
• Transformational
Public-Sector Leadership
|
6
Leadership and Power
Public-Sector Leadership
|
7
“Leadership is a combination of strategy
and character. If you must be without one,
be without strategy.”
H. NORMAN SCHWARZKOPF
U.S. Army General
Public-Sector Leadership
|
8
IN-CLASS EXERCISE
Path-Goal Questionnaire
(Exercise 10.4)
Indicate how often each statement is true of your own
behavior.
Public-Sector Leadership
|
9
WRAP-UP
Public-Sector Leadership
• Definitions
• Characteristics – Theories
• Power and Leadership
Preparation for next class: Read Chapter 11
Public-Sector Leadership
|
10
Ethics and
Public Administration
“Always do right. This will gratify
some people and astonish the rest.”
MARK TWAIN
Author; Satirist
(1835–1910)
Ethics and Public Administration
|
1
OVERVIEW
• Review Last Class – Key Topics
• Administrative Ethics
• Bureaucracy and Ethics
• Formal Rules and Discretion
Ethics and Public Administration
|
2
INTRODUCTION
Ethics and Public Administration
|
3
Administrative Ethics
“ A set of normative guidelines directed at resolving
conflicts of interest so as to enhance societal
well-being.” (Zinkham, etd. 2007)
• Rights and Duties
• Policies and Practices
Ethics and Public Administration
|
4
Ethics and Public Administration
|
5
Bureaucracy and Ethics
• The Need for Administrative Ethics
• Condoning Corruption
• Combating Corruption
Ethics and Public Administration
|
6
IN-CLASS EXERCISE
Employee Conduct: Ethical or Unethical?
(Exercise 11.2)
After reading each scenario, indicate if the employee was
acting ethically or unethically.
Ethics and Public Administration
|
7
Formal Rules and Discretion
“It is naïve to believe that ethic rules will prevent
an administration from using its bureaucratic
power to favor special interests that support
its public policy and political agendas.”
ROBERT ROBERTS
Professor; Author
• The Fourteen Principles of Ethical Conduct for Federal
Employees
• Leading by Example
Ethics and Public Administration
|
8
IN-CLASS EXERCISE
Your Values and Ethics
(Exercise 11.3)
Learn where you fall on the values/ethics continuum.
Ethics and Public Administration
|
9
WRAP-UP
Ethics and
Public Administration
• Defining Ethics
• Valuing Ethics
• Accountability
Preparation for next class: Read Chapter 12
Ethics and Public Administration
|
10
Technology and
Public Administration
“The new information technology–Internet
and e-mail–have practically eliminated
the physical costs of communications.”
PETER DRUCKER
Economist; Management Guru; Author
(1909–2005)
Technology and Public Administration
|
1
OVERVIEW
• Review Last Class – Key Topics
• High Tech Government
• Technology Organization
• Security
• Knowledge Management
• Innovation – Trends
Technology and Public Administration
|
2
INTRODUCTION
The Benefits of Technology
“The number one benefit of information technology
is that it empowers people to do what they want
to do. It lets people be creative. It lets people
be productive. It lets people learn things they
didn’t think they could learn before, and so
in a sense it is all about potential.”
STEVE BALLMER
CEO, Microsoft
Technology and Public Administration
|
3
High Tech Government
The Investment:
• $71 B – Federal
• $52.8 B – State and Local
Technology and Public Administration
|
4
Technology and Public Administration
|
5
Technology and Public Administration
|
6
Tech Organization
• Chief Information Officer
• Chief Technology Officer
• Security
• Management
Technology and Public Administration
|
7
Technology and Public Administration
|
8
Knowledge Management – E-Governance
Technology and Public Administration
|
9
IN-CLASS EXERCISE
SimProcess: Modeling and Simulations
(Exercise 12.1)
Experience firsthand how technology can be utilized to
improve efficiency and effectiveness in public administration.
Technology and Public Administration
|
10
WRAP-UP
Technology and Public Administration
• Definition
• Organization – Accountability – Management
• E-Governance
Preparation for next class: Read Chapter 13
Technology and Public Administration
|
11
Public Service
and Popular Culture
“Service is the rent we pay to the living.
It is the very purpose of life and not
something you do in your spare time.”
MARIAN WRIGHT EDELMAN
Attorney; Activist; Founder, Children’s Defense Fund
Public Service and Popular Culture
|
1
OVERVIEW
• Review Last Class – Key Topics
• Public Servants
• The Value of Community Service
• Networks and Professional Associations
Public Service and Popular Culture
|
2
INTRODUCTION
What is Public Service?
Public Service and Popular Culture
|
3
Public Servants
• The Stereotypes
• The Real Public Servant
• Who Are Your Role Models?
“It is a grand mistake to think of being great without
goodness and I pronounce it as certain that there
was never a truly great man that was not at the
same time truly virtuous.”
BENJAMIN FRANKLIN
American Statesman; Ambassador; Patriot
Public Service and Popular Culture
|
4
IN-CLASS EXERCISE
A Career in Public Service
(Exercise 13.1)
• Why is public service important?
• How can you contribute?
Public Service and Popular Culture
|
5
Young People and Public Service
Public Service and Popular Culture
|
6
Networks and Professional Development
• ASPA
• Alliance 4 Public Service
• ICMA
• Affinity Groups
Public Service and Popular Culture
|
7
WRAP-UP
Public Service and Popular Culture
• What is Public Service?
• Who are Public Servants?
• How do you grow Community Service Commitment?
Preparation for next class: Read Chapter 14
Public Service and Popular Culture
|
8
The Future of
Public Administration
“The future is not fixed, it’s fluid…
It’s waiting for you to hammer it into shape.”
BONO
Musician; Activist
The Future of Public Administration
|
1
OVERVIEW
• Review Last Class – Key Topics
• Create Your Own City – Class Exercise
• The Evolution of PA
• Networks
• Performance Management
• Citizen Participation
• Globalization
The Future of Public Administration
|
2
INTRODUCTION
City Creator (Simulation)
(Exercise 14.1)
Build a city and explain your choices on placement of roads,
homes, green spaces, medical facilities, schools, and shops.
The Future of Public Administration
|
3
The Evolution of Public Administration
“Never doubt that a small group of thoughtful
committed citizens can change the world;
indeed, it’s the only thing that ever has.”
MARGARET MEAD
Cultural Anthropologist
The Future of Public Administration
|
4
Governance Networks
The Future of Public Administration
|
5
Performance Measurement
•
•
•
•
•
Inputs
Outputs
Outcomes
Efficiency
Productivity
7 Steps
1.Identification
2.Purpose
3.Indicators
4.Targets
5.Monitoring
6.Reporting
7.Evaluation
The Future of Public Administration
|
6
Citizen Participation
“I always wondered why somebody
didn’t do something about that.
Then I realized I was somebody.”
LILY TOMLIN
Actress; Comedian; Writer
The Future of Public Administration
|
7
Globalization
The Future of Public Administration
|
8
WRAP-UP
The Future of Public Administration
• Performance
• Citizens
• Globalization
Preparation for next class: Study for Final!
The Future of Public Administration
|
9
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