POLI 370, Week 7
POLI 370, Week 7 POLI 370 001
Popular in Introduction to Public Administration
POLI 370 001
verified elite notetaker
Popular in Political Science
verified elite notetaker
This 3 page Class Notes was uploaded by runnergal on Wednesday February 24, 2016. The Class Notes belongs to POLI 370 001 at University of South Carolina taught by Dr. Xuhong Su in Winter 2016. Since its upload, it has received 46 views. For similar materials see Introduction to Public Administration in Political Science at University of South Carolina.
Reviews for POLI 370, Week 7
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 02/24/16
POLI 370 – Lecture11 Structural Elements o Departmentalization Departments are set up based on functions. For instance, the Department of Education serves to promote education. Departments also are set up based on functions, like customers (i.e. big or small corporations), location, and processes (i.e. fire claims within Veterans’ Affairs) o Organizational Design Principles Span of control, which is x^n. x is the number of operatives (people) and n is the number of levels in that department. Hierarchy Authority Power Responsibility Functional Design o Specialization increases efficiency to a certain point. o There is conflict, however, between functionbased departments. On issues like terrorism and environmental protection, there is lots of overlap, which then causes unavoidable problems. Problems with FunctionBased Departments o Fragmented structure o Duplicated structure o Mismatch between structure and mission. For example, the government serves the people, but it is very hard for the people to quickly and easily contact the government. Solutions to Aforementioned Problems o Coordination: integrate the operations of different agencies. o Can change the structure by creating new programs or combining current programs. o Horizontal coordination: draws related agencies together for a common purpose. Interagency agreements: fosters negotiations between concerned agencies to establish certain boundaries about which agency will perform which tasks. Interlocal service agreements: agencies sign contracts with neighboring jurisdictions to provide public services. These agreements are beneficial because: o Economy scale benefits: there is no need to create new infrastructure to serve the needs of a municipality, town, etc. o Limited market for public service: a public service needs to reach a certain amount of people to be effective; combining markets helps achieve that goal. o Protect social values and improve accountability and efficiency. Interagency committees: cabinet, subcabinet, and bureau levels exist to promote collaboration between jointly occupied areas. For example, the Federal Interagency Committee on Education promotes education. Lead agency formula: one agency is designated to coordinate and lead all agencies’ activities in a certain area. For example, the mentally ill office in Arizona coordinates people’s social security, transportation, medical treatment, etc. Clearance procedure: requires that an agency’s proposed decision are reviewed by other interested agencies. For example, the Department of the Interior’s budget must be reviewed by the OMB. o Vertical Interagency Coordination Two agencies are forced to collaborate by a superior. For example, the Department of Homeland Security requires the CIA, the FBI, and other agencies to report to it. A person with formal authority imposes a decision and monitors agencies’ compliance with it. This solution forces communication between agencies. Reorganization o Reorganize the executive branch through acts of Congress. o Some bureaus are altered. o Most presidents have tried reorganization to solve duplicate or mismatch problems. o Too much reorganization, however, does not let employees get used to the system. As a result, a president’s reorganization plan must be approved by both houses on Congress within 90 days of submission in order to occur. This rule has been in place since 1983. Before 1983, presidents’ reorganization plans went into effect within 60 days of submission if there was no objection from Congress. Obstacles to Reorganization o Few reorganization ideas actually foster action. o Departments and bureaus want to protect their current structures. o Iron triangle, and especially departments, may resist reorganization efforts if it feels threatened.
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'