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Full Description
This unique series of role-playing scenarios gives students a realistic view of what it is like to manage public agencies, programs, and employees, providing students with a deeper understanding of the field through active learning. The goals of this exciting new supplementary text are to stimulate interest in the field of public administration and to offer readers tools and insights that will prepare them to be better public managers. The book features contemporary, realistic cases of typical managerial challenges faced by administrators in both the public and non-profit sectors. Compiled and edited by Professor Robert Watson, the 24 cases in this volume have been written by public administration instructors and practitioners from across the country and, as is often the situation in the real world, there are no easy answers to the challenges presented. The Case Analysis approach employed by the book is designed to foster critical thinking and group discussion about the complex issues presented in the cases, and to promote comprehensive but realistic analysis as a tool of, and pre-condition for, decision-making. Appropriate for undergraduate, graduate, or mid-career students, this volume is sure to get students engaged, help them apply concepts, and aid them in developing strong decision-making skills.
Contents
Preface. The Case Analysis Approach. Introduction. 1. MANAGING PUBLIC ORGANIZATIONS AND EMPLOYEES. Case 1. Working with Elected Officials: Managing Political Appointees. (Cheryl M. Ramos, University of Hawaii, Hilo). Case 2. Street-level Decision Making and Administrative Discretion: Assuring Public Safety at Heartland Airport. (Patrick Scott, Southwest Missouri State University). Case 3. Dealing With Bureaucracy and Intergovernmental Relations: The EPA and Hazardous Waste. (Lisa Nelson, California State Polytechnic University, Pomona). Case 4. Stranger in a Strange Land: A Non-Indian Administrator Working on an Indian Reservation. (Peter T. Suzuki, University of Nebraska, Omaha). II. MANAGING HUMAN RESOURCES. Case 5. Managing Conflict Among a Hospital Staff. (J. Gary Linn, Tennessee State University). Case 6. Sexual Harassment: Innocent Initiation or Hostile Work Environment? (Sharon Ridgeway, University of Louisiana, Lafayette) Case 7. Picking Up the Pieces: Grievances in the Hiring Process. (Saundra J. Reinke, Augusta State University). Case 8. Cherry County Blues: A Problem of Low Morale and High Turnover (Jeffrey S. Ashley, Eastern Illinois University, & Kimberly Bejcek, Michigan Family Independence Agency). III. MANAGING BUDGETS, FINANCIAL RESOURCES, AND TECHNOLOGY. Case 9. The Politics of County Budgeting: Piecing Together the Budget Puzzle. (Clinton P. Taffe, Leon County, FL Board of County Commissioners). Case 10. Coping with Revenue Shortfalls: The Experience of a Rural Southern County. (Alex Sekwat, Tennessee State University). Case 11. Getting Control of the Greenfield City Budget. (Nicholas Peroff, University of Missouri, Kansas City, & Mark Funkhouser, City of Kansas City). Case 12. Revenue Forecasting in the Land of 'Ah-ha's.' (John D. Wong and W. Bartley Hildreth, Wichita State University). IV. MANAGING ETHICS. Case 13. Supervising with Sharks: A Project Manager Deals with an Exploitative Boss (Pamela Tarquinio Brannon, Warner Southern College). Case 14. Public Scrutiny and Accountability: An Ethical Dilemma in State Administration. (Geralyn M. Miller, Indiana Purdue University). Case 15. Eliminating Disability-Associated Employment Discrimination: Deciding the Future of Safe Haven. (Gary E. May, University of Southern Indiana). Case 16. Cultural Diversity and Social Justice: Racial Profiling in a Police Department. (James D. Ward, New Mexico State University). V. PLANNING AND IMPLEMENTING PUBLIC PROGRAMS. Case 17. Developing a New Policy: A Police Department Responds to Street Gangs. (Mike Carlie, Southwest Missouri State University). Case 18. Feasibility Analysis: Hurricane Mitigation and Beach Nourishment in Coastalville. (William R. Mangun, Amy K. Blizzard, and Sheridan R. Jones, East Carolina University). Case 19. Dealing with Inmates and Image: A Prison Town's Dilemma. (Pat Nation, Middle Tennessee State University). Case 20. To Privatize or Not to Privatize? A City Prepares to Contract Out Services. (Robert P. Watson, University of Hawaii, Hilo). VI. EVALUATING PUBLIC PROGRAMS AND ORGANIZATIONS. Case 21. Strategic Planning and Performance Measurement: Setting Goals and Tracking Achievement in the City of Glenville. (Donald P. Moynihan, Syracuse University). Case 22. Restoring Mystic Lake: Program Choices When Science is Ambiguous. (R. Edward Bradford & Dwight C. Kiel, University of Central Florida). Case 23. The Role of Benchmarking in Performance Appraisals: Lessons from State Workers' Compensation Programs. (Sharon E. Fox, University of Massachusetts Medical School). Case 24. Assessing the Organization: Accountability and Public Appeal. (Alton M. Okinaka, University of Hawaii, Hilo).
