Deck 6: Public Organizations Management Loyalty

Question 1

The Classical Theory of Bureaucracy is characterized by:

A) division of labor and specialization
B) hierarchy and relative permanence
C) impersonality and large-sized organizations
D) all of the above

Answer 1

D

Question 2

Scientific Management focuses on the:

A) physiological aspects of work design
B) organization as a cooperative system
C) various levels of humans needs in motivation
D) cultural aspects of organizational life

Answer 2

A

Question 3

According to Mary Parker Follett, supervisors should not exercise power over subordinates, but:

A) power under subordinates
B) power with subordinates
C) power through subordinates
D) power in-spite-of subordinates

Answer 3

B

Question 4

Time & Motion Studies would be used seldom, if ever, by what school of organization theory?

A) Human Relations School
B) Scientific Management
C) Bureaucratic Theory
D) all of the above

Question 5

Organization designs following Max Weber's theory of Bureaucracy are:

A) open systems
B) closed systems
C) ideal type organizations
D) informal organizations

Question 6

Scientific Management has been critized by the textbook as:

A) insufficiently physiological
B) dreadfully anti-human
C) failing to apply even basic Time & Motion Study Design
D) completely unconcerned with work productivity

Question 7

The Human Relations school of organization theory was founded, in some part, through a series of industrial lighting experiments called the:

A) Hawthorne studies
B) Bell Company studies
C) Operations Management studies
D) Affirmative Action studies

Question 8

The study of human social/psychological interactions is most closely associated with what organization theory?

A) Human Relations School
B) Scientific Management
C) Bureaucratic Theory
D) New Public Administration

Question 9

A system of commonly accepted meanings and commonly held views about what constitutes proper beliefs, attitudes, and motives may also be a definition of the concept of:

A) the men's hut
B) Time & Motion Studies
C) bureaucracy
D) organizational culture

Question 10

Classical organizational theorists emphasize the structural aspects of the organization, in which formal organizations are almost machine-like, and focusing on attaining efficiency, economy, and effectiveness. This statement is:

A) True
B) False
C) both of the above are correct
D) none of the above are correct

Question 11

What is the meaning of a quotable quote from the textbook on leadership ethics: "Managers are people who do things right and leaders are people who do the right thing"?

A) managers tend to emphasize the correct procedures, actions, and steps in doing things
B) leaders tend to emphasize the correct outcomes, consequences, and satisfied clients
C) both of the above are correct
D) none of the above are correct

Question 12

Managing the public administration profession may include the approach of:

A) internal controls of moral training & obligation, professional socialization, and moral conscience
B) external controls of bureaucratic oversight and supervision, reviews by courts, officials, and citizens
C) both of the above are correct
D) none of the above are correct

Question 13

Traditional or orthodox public administration started from the base of ____________ rather than the foundation of law.

A) management
B) politics
C) co-production
D) cybernetics

Question 14

The "New Public Management" (NPM) is noted for its advocacy of:

A) de-regulation
B) co-production
C) privatization
D) all of the above are correct

Question 15

In general, control of the bureaucracy tends to emphasize:

A) external bureaucratic controls, e.g., President's executive orders, congressional oversight and budgeting
B) internal bureaucratic controls, e.g., professional education, ethics and moral training
C) both of the above are correct
D) none of the above are correct

Question 16

BASED ON THESE FACTS: Richard Patton grew up in a small town where the economy was based on agriculture. His parents were hardworking and devout, and subjected their children to severe discipline. As a boy, Patton had done odd jobs to pay for his own clothes and school supplies. He was disciplined, conservative, industrious, and repectful of authority. In college, Patton was mainly interested in the "down-to-earth" aspects of courses in his major in public administration. He found theoretical ideas boring because it was difficult to apply the abstract to practical matters. He went to work in a local social welfare agency. A few years later Patton accepted an offer to direct a public welfare agency in a large county with more industry, more varied economy, and more diverse population than his home. Patton directed 40 staff and was governed by the County Board of Commissioners and a county Social Service Commission. Although the county had a mixed population including African Americans, Native Americans and Chicanx, no members of these groups worked at the department. Programs included Supplemental Security Income (SSI) and Medicaid to be administered under guidelines set by the state and federal governments.
Patton discovered, however, that the staff frequently failed to follow the guidelines, seemed unfamiliar with them, applied rules inconsistently, and appeared indifferent to their client's needs. The staff was inefficient and lackadaisical in Patton's judgment. Patton had a clear plan of action. What was needed was a highly structured and disciplined organization. He envisioned himself as keeping a finger on all the agency's programs. Authority would be delegated to supervisors selected from within the organization, and line workers would be classified according to a strict hierarchy. Jobs would be specialized and all employees would be trained to do their jobs in a prescribed manner. Weekly staff meetings would be used to review and modify work styles and to inculcate respect for authority. In putting his plans into effect, Patton rejected the suggestions of the workers. "If they don't like the way the office is run, they can work some other place," he thought. However, dissatisfaction and dissent soon boiled over. Line workers challenged Patton's edicts at staff meetings, complained about the many of the imposed rules and regulations, wrangled over policies and goals, and threatened to appeal to the governing boards. It was hard for Patton to believe he had been wrong in thinking the welfare department needed the imposition of a more rigid system, but he now recognized that his reforms had failed and that there were aspects of management to which he had been blind.
-What was Patton's conception of organization?

A) classical theory
B) human relations theory
C) scientific management
D) organizational culture

Question 17

BASED ON THESE FACTS: Richard Patton grew up in a small town where the economy was based on agriculture. His parents were hardworking and devout, and subjected their children to severe discipline. As a boy, Patton had done odd jobs to pay for his own clothes and school supplies. He was disciplined, conservative, industrious, and repectful of authority. In college, Patton was mainly interested in the "down-to-earth" aspects of courses in his major in public administration. He found theoretical ideas boring because it was difficult to apply the abstract to practical matters. He went to work in a local social welfare agency. A few years later Patton accepted an offer to direct a public welfare agency in a large county with more industry, more varied economy, and more diverse population than his home. Patton directed 40 staff and was governed by the County Board of Commissioners and a county Social Service Commission. Although the county had a mixed population including African Americans, Native Americans and Chicanx, no members of these groups worked at the department. Programs included Supplemental Security Income (SSI) and Medicaid to be administered under guidelines set by the state and federal governments.
Patton discovered, however, that the staff frequently failed to follow the guidelines, seemed unfamiliar with them, applied rules inconsistently, and appeared indifferent to their client's needs. The staff was inefficient and lackadaisical in Patton's judgment. Patton had a clear plan of action. What was needed was a highly structured and disciplined organization. He envisioned himself as keeping a finger on all the agency's programs. Authority would be delegated to supervisors selected from within the organization, and line workers would be classified according to a strict hierarchy. Jobs would be specialized and all employees would be trained to do their jobs in a prescribed manner. Weekly staff meetings would be used to review and modify work styles and to inculcate respect for authority. In putting his plans into effect, Patton rejected the suggestions of the workers. "If they don't like the way the office is run, they can work some other place," he thought. However, dissatisfaction and dissent soon boiled over. Line workers challenged Patton's edicts at staff meetings, complained about the many of the imposed rules and regulations, wrangled over policies and goals, and threatened to appeal to the governing boards. It was hard for Patton to believe he had been wrong in thinking the welfare department needed the imposition of a more rigid system, but he now recognized that his reforms had failed and that there were aspects of management to which he had been blind.
-What organization theory may have been more appropriate for the change of this organization?

A) classical theory
B) human relations theory
C) scientific management
D) organizational culture

Question 18

BASED ON THESE FACTS: Richard Patton grew up in a small town where the economy was based on agriculture. His parents were hardworking and devout, and subjected their children to severe discipline. As a boy, Patton had done odd jobs to pay for his own clothes and school supplies. He was disciplined, conservative, industrious, and repectful of authority. In college, Patton was mainly interested in the "down-to-earth" aspects of courses in his major in public administration. He found theoretical ideas boring because it was difficult to apply the abstract to practical matters. He went to work in a local social welfare agency. A few years later Patton accepted an offer to direct a public welfare agency in a large county with more industry, more varied economy, and more diverse population than his home. Patton directed 40 staff and was governed by the County Board of Commissioners and a county Social Service Commission. Although the county had a mixed population including African Americans, Native Americans and Chicanx, no members of these groups worked at the department. Programs included Supplemental Security Income (SSI) and Medicaid to be administered under guidelines set by the state and federal governments.
Patton discovered, however, that the staff frequently failed to follow the guidelines, seemed unfamiliar with them, applied rules inconsistently, and appeared indifferent to their client's needs. The staff was inefficient and lackadaisical in Patton's judgment. Patton had a clear plan of action. What was needed was a highly structured and disciplined organization. He envisioned himself as keeping a finger on all the agency's programs. Authority would be delegated to supervisors selected from within the organization, and line workers would be classified according to a strict hierarchy. Jobs would be specialized and all employees would be trained to do their jobs in a prescribed manner. Weekly staff meetings would be used to review and modify work styles and to inculcate respect for authority. In putting his plans into effect, Patton rejected the suggestions of the workers. "If they don't like the way the office is run, they can work some other place," he thought. However, dissatisfaction and dissent soon boiled over. Line workers challenged Patton's edicts at staff meetings, complained about the many of the imposed rules and regulations, wrangled over policies and goals, and threatened to appeal to the governing boards. It was hard for Patton to believe he had been wrong in thinking the welfare department needed the imposition of a more rigid system, but he now recognized that his reforms had failed and that there were aspects of management to which he had been blind.
-Patton's conception of organization may have been related to his social background. This statement is:

Question 19

In urging us to "be loyal to loyalty," Josiah Royce meant:

A) we should be committed to loyalty as a principle
B) we should fail to perform our lawful duties
C) we should overzealously perform duties
D) all of the above are correct

Question 20

Whistleblowing in public sector employment may be defined as:

A) an employee revelation of ethical, moral, or legal wrongdoing within their organization
B) a statement affirming the organization's commitment to appropriate lawful discrimination
C) an analysis of existing practices and consequences
D) a set of goals to improve affirmative action practices

Question 21

According to the textbook, the term whistle-blower was originated by ________ to categorize those public employees who challenge activities of their own agencies when they deem such activities to be improper.

A) Josiah Royce
B) Plato
C) Ralph Nader
D) Immanuel Kant

Question 22

According to the textbook ethics case study, justifications for whistle-blowing include protests:

A) over deviations from the bureaucratic ideal
B) over disputes concerning official policy
C) over moral imperatives
D) all of the above are correct

Question 23

Have whistleblowers succeeded within the FBI?

A) yes - Special Agent Jane Turner reported FBI data fraud of Reservation crime by her boss
B) yes - Special Agent Bassem Youssef proved 9/11 may have been stopped but for the career selfish obstructions of his FBI managers
C) both of the above are correct
D) none of the above are correct

Question 24

What justification for whistleblowing by public administrators seems to be the least effective?

A) whistleblowing on bureaucratic deviations from standard procedures
B) whistleblowing on inefficiency or ineffective policies
C) whistleblowing on moral imperatives such as unfairness
D) whistleblowing on dishonor or incompetence in office