assimment 2 324

Description

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, double-spaced) 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 (CLOs):

1. Describe the simple and complex issues pertaining to public management

2. Demonstrate different management and leadership styles for different situations

Assignment Questions:

Discuss the following questions:

Q1. “Leaders are born, not made.” In light of this statement, briefly explain the concept of leadership and its role in organizational development in about 500 words. (5 Marks)

Q2. “Leadership strategy is essential for the growth and success of an organsiation”. In light of this statement, discuss the different leadership approaches to leading an organization and analyze work and their relevance in the present-day context in about 500 words. (5 Marks)

Answers

Unformatted Attachment Preview

Light-mode edition
PUBLIC MGT
Work of: Bonnie Fouzou &
Abdulrahman
Bonnie
Fouzou
BOOKLET
2023
This booklet was born out of the frustration caused by the lack of a cohesive, wellrounded, well-arranged file to rely on and study from for MGT324 course, AKA, public
management. As we know, the slides provided on the blackboard are quite literally worthless—
unfortunately— as they barely contain any information. On the other hand, the textbook
contains way too much information, and its time consuming to sift through and extract the
needed information. It is arguably the most difficult book to study from, in my opinion
Of course, there are a few summaries for this course prepared by previous students— kudos to
them, they did a wonderful job, but quite honestly I view them as lacking in some specifics that
I personally need in a “summary” and I was frazzled and stressed when it comes to this course
all up until the midterm exam, after which I felt more confident in this course all due to the
support from my colleague and his praise towards the way I word certain topics, after which
we decided to embark on this project and provide a good source for this course— once and for
all.
So, WELCOME TO PULIC MGT BOOKLET where you’ll find all the information you NEED to
ace this course. Beware, this is a booklet because it does not summarize anything, only arrange
the curriculum in a way that makes it easy and less stressful to study.
Here’s how this booklet works; on the next page there’s a color code to follow, which makes it
easier to distinguish between the main topics, sub topics and such. There’s also a reference for
abbreviations used in writing this booklet. The table of contents is hyperlinked, so you can
easily get to the chapter you want. Each page is split in the middle, so that it is easy to view from
any device, and at the end of each chapter, we’ve included the test bank unsolved so that you
can test yourself. This booklet also comes in a light-mode, dark-mode, and dove editions.
Lastly, our approach to extracting information from the textbook is simply to include it if it is
mentioned in the slides, or by the professor, or if it is necessary to understand what is
mentioned in the slides. If it’s in the textbook, but not mentioned in the slides or by the prof
then we simply did not include it here. We truly hope this turns out helpful for most, but if you
have any suggestions or feedback, please contact us!— Bonnie Fouzou
Public MGT Booklet | color code & abbreviations
➢ Main Header
➢ Sub Header
➢ Main Text
➢ Org = organization
➢ Mgt = management
➢ Gov = government
➢ Extra
➢ Admin. = administration
➢ Definition
➢ Dept. = department
➢ Scientist
➢ Info. = information
➢ HR. = human resources
➢ Subcom. = Subcommittee
➢ Doc. = document
Bonnie &Abdulrahman
Public MGT Booklet | table of contents
Chapter 1: public administration …………..……………………………………………. 05
Chapter 2: organizational theory and management………………………………. 08
Chapter 3: managing human resources …………………………………………………12
Chapter 4: Public decision making ……………………………………………………… 16
Chapter 5: Politics and public administration ……………….………………………19
Chapter 6: intergovernmental relations ………………………………………………. 22
Chapter 7: public performance ……………………………………………………………. 25
Chapter 8: program evaluation …………………………………………………………… 32
Chapter 9: public budgeting ……………………………………………………………..… 37
Chapter 10: public-sector leadership …………………………………………..……… 43
Chapter 11: ethics and public administration …………………………………..…… 48
Chapter 12: technology and public administration ……………………………..… 52
Chapter 13: public service and popular culture ………………………………..…… 56
Chapter 14: the future of public administration ………………………………….… 61
Bonnie &Abdulrahman
Page. 5
Chapter one | 3 pages in total
Who are public servants?
They are gov employees who are committed to
continuous improvement, such as police officers,
fire fighters and health care workers. [the public
servant belongs to the public sector]
❖ The roles benefits of the public servant:
– they work for the gov and for the citizens.
– they provide public services
– they are responsible for elected gov [but they
aren’t a political party]
– they develop and deliver programs and services
– they inform policy making and provide evidence
based advise to leaders
The gov from an organizational perspective:
 The US government is made up of three levels;
federal, state and municipal. [the federal
government is the largest gov employer]
 The US constitution is made up of three
branches; executive, legislative, and judicial
The gov from a financial perspective:
Gross domestic product (GDP): a measure based
on the amount of goods and services produced
within the borders of a nation. [public sector
activities make up a large % of the GDP]
❖ Revenue sources for gov: how can the public
sector gain revenue and increase profit?
gov must make money before it can spend money
[in rare situations, the gov can spend money it did
not collect]. And governments have two primary
sources of revenue:
 taxation: [a constitutional right of federal
government] includes various types such as:
– Sales tax
– Income tax
– Property tax
– Inheritance tax
– Employment tax
 fees: [more significant at the state and
municipal (local) levels of gov] includes:
– Fees to access certain locations
– Fees to obtain a license, passport, etc…
– Fees to obtain a building permit
Bonnie &Abdulrahman
❖ Revenue uses for gov: what does the public
sector spend money on?
– a large portion goes towards national defense
– insurance programs including Medicare, social
security and Medicaid.
– state and local governments’ budgets
Government services and accountability:
Accountability: is a political construction in
which public managers are held accountable to
their legislative counterparts.
In the public sector boils down to dual aspect of:
– Accountability for what
– Accountability for whom
❖ How government serves others:
 nonprofit: organizations spending the bulk of
their funding for mission specific activities [this
type of orgs reinvest the entirety of their revenue
into operations, with no personal gains or profit]
The government supports the nonprofit sector in
two primary ways:
1- Special tax status that allows nonprofit orgs
to operate outside the typical tax structure
[exempts nonprofit orgs from paying federal
tax]
2- Direct contributions to nonprofit orgs though
grant fundings for specific programs
[gov support for the nonprofit sector in one
example of the public sector promoting the
common good]
Private: any business that operates for profit
earning purposes. In encompasses all the
businesses that are NOT owned or operated by the
government.
Role of the public administrator: (google)
Public administrators are front-line employees
and public servants who ensure gov rules and
policies have the desired effect on the community
they serve.
Page. 6
Chapter one | 3 pages in total
Bureaucracy;
Bureaucracy: is the structure within which all gov
orgs operate, and is characteristic of large, private,
concerns.
the main concept of bureaucracy is to ensure all
goods and services can be provided or produced
in the most efficient manner possible.
Essential characteristics of government;
1- Collection of revenue
2- Government workforce
3- Government expenditures
4- Universal interest
5- Political balance
6- Rule of law
Max Weber defined bureaucracy as having the
following characteristics:
Public policy: is the action taken by gov to
achieve a particular goal or purpose
– Jurisdictional boundaries (laws®ulations)
– Hierarchy
– Reliance on written communication
– Expertly trained managers
– Mgt that subscribes to general rules
❖ Myths associated with bureaucracy:
Policy process: steps involved in making public
policy that structure and guide political decisions
[for which people disagree because they have
conflicting interests, values and purposes].
 public sector workers receive too much money
for what they do.
 politicians blame failure of policy on
incompetent bureaucracy, but rarely credit the
same bureaucratic officials when a policy is
successful.
 governments exert too much control over our
lives.
 governments never get it right when stepping in
to fix a problem
 governments can’t do anything right
 small government is good government
 governments are more secretive than businesses
❖ Steps of policy process:
1- problem identification:
–
Deciding what needs gov’s attention
Results in agenda inclusion
2&3- policy formation and adoption:
–
Determine what specific action to take
Results in decree, law, and regulation.
4- policy implementation:
–
Putting policy into action
Results in service provision and policy
impact
5- policy evaluation:
–
Judging policy
Results in policy stability and change
 anything the gov can do, business can do better.
What is public administration?
In short, it is the formation and implementation of
public policy.
Or, it is the creation of management-based
strategies, that incorporate behaviorally-based
policies all of which ae utilized within a
democratic frame-work of accountability.
[Public administration has since been expanded to
include the nonprofit and for-profit communities.]
Bonnie &Abdulrahman
This chapter is important as it helps in
understanding things to come, however, the main
takeaways from this chapter are; bureaucracy (or
bureaucratic structure) what it means, and what
are its characteristics. What is meant by public
administration, and also, the sources and uses of
revenue for governments.
Page. 7
Chapter one
Test Your Self – Test Bank MCQ
1.Government funding usually comes from all
of the following, EXCEPT:
a. Sales tax
b. Employment tax
c. Donations
d. Fees (licenses, permits, etc.)
8. The most often used indicator for gauging
the nation’s economy is
a. Total revenue
b. Total taxes
c. Total profit
d. Gross domestic product
2. We define public administration primarily
as:
a. A science
b. A management-based strategy
c. Forming and implementing public policy
d. All of the above
9. The term “bureaucrat” is most commonly
associated with
a. Politicians
b. Elected officials
c. Government administrators
d. Non-profit executives
3. Bureaucracy is
a. A characteristic of large, private firms
b. A structure within all governments
c. Associated with negative stereotypes
d. All of the above
10. Common negative stereotypes of
bureaucracy are
a. Often true
b. Often untrue
c. Neither true/false
d. None of the above
4. The federal government is
a. The smallest government employer
b. Larger than all state governments combined
c. Smaller than all local governments combined
d. The largest government employer
e. None of the above
5. As a percentage of the US workforce, federal
government represents
a. 10%
b. 15%
c. 20%
d. 3%
6. GDP refers to
a. Greatest developing program
b. Gross domestic product
c. Government dependent programs
d. None of the above
7. 501(c)(3) refers to
a. Federal tax status for profit organizations
b. State tax exemptions for non-profit
organizations
c. Federal designation for lobbyists
d. Federal tax exemption for non-profit
organizations
Bonnie &Abdulrahman
Answers key:
1
c
2
c
3
d
4
d
5
d
6
b
7
d
8
d
9
c
10
b
Chapter two | 4 pages in total
Evolution of organizational theory:
❖ Classical era:
 Fredric Taylor:
– developed the principles of scientific mgt.
– revolutionized the idea of optimizing
productivity
– his 4 principles of scientific management are the
hallmark of the classical management period of
public administration
The 4 principles of scientific mgt:
1st principle: adoption of laws and formulas to
determine he most efficient ways of completing
work
2nd principle: studying the capabilities of workers
to better understand their capabilities and how to
maximize them
3rd principle: fusing together of work procedures
and specialized training
4th principle: equal division of labor and
responsibility between mgt and workers
 max weber:
– pioneered the concept of Weberian bureaucracy;
a structure under which efficiency is paramount.
– according to him; bureaucratic models possess
stringent hierarchical components whereby
authority is centralized. [the viability of
bureaucracy is contingent upon technical
expertise and appropriate training]
– advocated the use of written documents as
means of establishing formal lines of
communication
– championed a bureaucratic model where
hierarchy, technical expertise, merit-based
appointments,
and
uniform,
impersonal
procedures produce greater organization output.
 Luther Gulick and Lindell Urwick:
– developed the notion of POSDCORB (Planning
– Organizing – staffing – Directing –
Coordinating – Reporting – Budgeting)
– their goal was to develop the framework for
designing and running the most efficient orgs
Bonnie &Abdulrahman
Page. 8
– POSDCORB: a set of organizational processes
that offer executives a tangible understanding of
administration
 Henri Fayol:
– pioneered / found the 14 principles of
management which are now considered the base
of management.
Among the most important of those 14 principles
is; specialization, unity of command, scalar chain,
authority, and unity of direction
The 14 principles of management:
1. Division of work (specialization)
2. Authority (the right to give orders)
3. Discipline (obey the commands)
4. Unity of commands (one master principle)
5. Unity of direction (single mind single plan)
6. Subordination of individual interest to the
common interest
7. Remuneration of personnel (payment as a
motivator)
8. Centralization (consolidation of management
functions)
9. Solar chain (formal chain of command)
10. Order
11. Equity (equality of treatment)
12. Stability of personnel tenure (job security)
13. Initiative (give employees chance to take
initiative)
[from these 14 principles, Urwick established the
“ten principles” which are now regarded as
classical guidelines for organizational mgt]
❖ Neo-Classical era:
 Herbert Simon:
– associated with bounded rationality
– according to him; classical mgt principles of
administration are merely proverbs are they are
not grounded in scientific research
– he believed that classical mgt principles of
admin. should be tested empirically, embracing
the quasi-scientific methods of controlled
experimentation and quantitative analysis.
– advocated for fact-value dichotomy.
Page. 9
Chapter two | 4 pages in total
 Robert Merton:
– challenged the Weberian model of bureaucracy
– studied and discussed the notion of increasing
pressure and control on workers lead to increased
productivity.
 Dwight Waldo:
– maintained that free-value research undermines
the importance of morality and ethics.
– criticized Simon’s fact-value dichotomy as
implausible.
 Philip Selznick:
– according to him; informal organizations and
embedded within the formal organization.
Informal orgs: cliques that are grounded in
personal relationships. Which can cut across the
formal organizational hierarchy
– developed the institutional theory
– introduced the concept of organizational cooptation
Co-optation: bringing new or outside elements
into an organization’s leadership or decisionmaking structure to protect the org from potential
threats.
 Chester Barnard:
– stressed the importance of monetary and nonmonetary incentives in an effort to secure greater
employee cooperation.
– recognized that employees are motivated by
more than just money
– identified 8 types of workers incentives
including; money, prestige, ideal beneficiation,
and desirable work conditions.
The 8 types of worker incentives
1. Material inducement (Money)
2. Personal nonmaterial opportunity (prestige)
3. Desirable physical conditions of work
4. Ideal beneficiation
5. Habit and attitude conformity
6. Opportunity and participation
7. Associational attractiveness
8. Conditions of communion.
Bonnie &Abdulrahman
❖ Humanizing theories:
 Mary Parker-Follet:
– stressed the importance of effective leadership
– believed that authority must be exercised in an
impersonal manner to avoid being perceived as
overly authoritative.
– sought a way to reduce management-worker
conflict.
 Abraham Maslow:
– pioneered theories pertaining to human
motivation [the hallmark to the human relations
movement]
– stated that employee motivation can be predicted
upon 5 fundamental needs known as needs
hierarchy.
– legitimized the human relations school as an
alternative to classical management.
Needs hierarchy:
 Douglas McGregor:
– recognized as the most influential organization
humanist
– offered two conflicting theories; theory X and
theory Y:
theory X: represents a closed Weberian model
and assumes employees dislike work and avoid it
whenever possible, which calls for strict
supervision.
theory Y: represents an open model and assumes
employees
enjoy
work
and
embrace
responsibility, and assumes that most people are
capable of self-direction and prefer not to be
micro managed
Page.10
Chapter two | 4 pages in total
major differences between theory X and theory
Y:
– theory Y offers more realistic assumptions
regarding human nature and motivation while
theory X assumptions are less helpful.
– theory X places a premium on “external
controls” while theory Y relies heavily on selfdirection.
❖ quality theory:
– Demings’s philosophy (Demings’s wheel) says
that everyone should plan, collect data, analyze,
construct work, and keep the cycle going to
maintain quality in the organization
Demings’s wheel:
– theory Y styles of management recognizes and
emphasizes delegation of authority, job
enlargement, and Participation. While theory X
hinders personal capabilities and discourages
personal responsibility.
❖ organizational economics theory:
[the difference between theories X and Y is “the
difference between treating people like children,
and treating them as mature adults”]
– concerned with ensuring that managers and
rank-and-file employees are working towards the
betterment of the organization.
Contemporary organizational theories:
– seeks to ensure that worker’s interests coincide
with organization’s interests.
❖ structural theory:
❖ organizational culture theory:
– assumes organizations are rational in the sense
that they function to achieve goals and objectives.
Culture is the shared notions that bind together
employees of an organization, and includes:
– It is believed that there’s a “best structure” in
every org and that organizational dysfunction can
be corrected through structural change.
1. behavioral guidelines
2. group norms and values
3. mission statement and formal rules
4. climate and environment
5. shared skills and modes of thinking.
❖ NPR; national performance review:
– rooted in classical principles of efficiency,
effectiveness, and productivity.
❖ systems theory:
– views the organization in terms of its:
1. inputs (organization’s resources)
2. processes (what the organization does with
its resources)
3. outputs (the goods and services produced)
4. feedback mechanisms (how the org gathers
data and analyze impact of its inputs)
– The systems theory is based on the premise that
the org is composed of several interconnected
parts each is designed to achieve broader
organizational goals
Bonnie &Abdulrahman
– due to the increasing pressure on organizations
to perform more effectively, it is argued [by
Osborne and Geabler] that governments should:
1. be a catalyst
2. empower rather than just serve
3. be customer driven
4. market oriented
5. result oriented
6. mission oriented
7. competitive
8. enterprising
9. decentralized
10. anticipates social problems
Page. 11
Chapter two | 4 pages in total
Test Your Self – Test Bank MCQ
1. Of the following, which is NOT considered to
be one of the most important of Fayol’s 14
Principles?
a. Authority
b. Discipline
c. Unity of command
d. Specialization
2. According to Robert Merton, the Weberian
model is predicated on …
a. Secrecy
b. Citizen participation
c. Legal order
d. Transparency
3. Theory X states that individuals
a. Enjoy work
b. Are motivated by economic factors, threats and
punishment
c. Are capable of self-direction
d. Embrace responsibility
4. POSDCORB was developed by
a. Taylor
b. Weber
6. NPR refers to
a. National Public Radio
b. National Performance Review
c. National Production Revenue
7. The human side of organizational
management was first introduced by
a. Maslow
b. McGregor
c. Weber
d. Follett
8. This individual is most commonly associated
with the neo-classical school of
management:
a. Simon
b. Follett
c. Gulick
d. None of the above
9. Recognized as a hallmark of the human
relations movement, the needs hierarchy was
developed by
a. McGregor
b. Hawthorne
c. Maslow
d. Mayo
10. “Never tell people how to do things …” is
an example of
a. Theory X
b. Theory Y
c. No theory
d. All of the above
c. Fayol
d. Gulick
5. Principle agent theory describes
a. Relationship between owners and managers
b. Relationship between agency bureaucrats and
chief executive officers
c. All of the above
Answers key:
d. None of the above
1
b
Bonnie &Abdulrahman
2
a
3
b
4
d
5
c
6
b
7
d
8
a
9
c
10
b
Chapter three | 4 pages in total
What motivates you? Types of motivators:
-monetary motives; something tangible like
money, promotion, bonuses…
– nonmonetary motives; something intangible like
appreciation, reputation, status…
Human resource management (HRM):
HRM: managing the human resource practices of
recruiting, hiring, deploying and managing the
employees of an org, [
-HR is responsible for creating, implementing,
and monitoring the policies governing work and
workers.
– the emphasis of HR in the public sector is that it
must critically invest in its employees because HR
is the core function of any org.
“HR hires the right person, at the right time, in the
right place.”
❖ Tactical (traditional) HR:
in which HR are focused on hiring the right people
to achieve the organization’s goals, training and
developing the employees, and rewarding them
monetarily and non-monetarily.
❖ Strategic HR:
in which HR is tasked with more compared to
traditional HR, including; managing diversity,
emphasizing work-life balance, ensuring equal
distribution of accountability, increasing autonomy,
motivating workers, fostering a culture of teamwork
and cooperation, delegating responsibly and
empowering employees, and learning, training and
improving them.
“Leadership is all about people. It is not about
organizations. It is no about plans, it is not about
strategies. It is all about people— motivating
people to get the job done. You have to be peoplecentered” -Colin. Powell
Strategies for effectively managing HR in highperforming organizations:
1- Cultivating and maintaining a high quality of
work environment
Bonnie &Abdulrahman
Page. 12
Entails identifying and hiring the right people
systematically preparing them for their roles,
providing them with sources of motivation, and
evaluating them fairly.
“if we have a challenging work place— meaning
we have a variety of tasks— the more likely an
employee will improve their performance and
gain more skills and knowledge, the more they
will be motivated”
2- Creating satisfying work relations through
teamwork and collaboration
On the job methods of employee development:
[Can be very effective I used properly by the
supervisor] five techniques are available:
1- Delegation: The supervisor can delegate as
much
authority
and
commensurate
responsibility as possible to his or her
subordinate.
– Can be utilized when an employee exhibits
potential.
– Exercising authority helps an individual to
grow.
– This technique encourages self-confidence.
2- Coaching: Giving an individual an
assignment and then personally assisting them
in its completion allows the subordinate to
learn by doing.
3- Special assignments: Presenting a plan to a
group or the department, correcting office or
production problems, and helping to develop
new product ideas are examples of special
projects that can be assigned
– Can increase an employee’s usefulness and
self-confidence.
4- Job rotation: Refers to moving an employee
from one responsible job to another.
5- Understudy: a term that refers to the
supervisor’s choice of a subordinate to
succeed him or her
Page. 13
Chapter three | 4 pages in total
❖ Some reasons on why supervisors should
delegate more:
– Frees supervisors from time-consuming task
– Demonstrates trust
– Helps in compiling performance appraisals
❖ Reasons why supervisors do NOT delegate:
–
Fear of mistakes
A supervisor may delegate themselves out of a
job
– Supervisor doesn’t know how or what to
delegate
– Subordinates don’t necessarily want more
work
—For more reasons refer to the textbook—
Types of recruitment strategies:
 Internal strategies: the recruitment happens
from insidewithin the organization. [you look
within the org’s existing workforce and recruit a
worker who’s already employed with the org]
 external strategies: the recruitment happens
from outside the organization. [you recruit an
entirely new worker to join the org]
Development:
If we want to develop our employees, we use
these four:
 supervision: by being a good leader to
employees, showing them how to get the work
done, by monitoring and evaluating them, giving
them feedback and recommendations, and
compensating them.
 training: in which there are two methods:
1- On the job training; training employees as they
practice their job
2- Off the job training; giving employees online
courses or external sessions
 motivating: motivating employees to perform
at a high level goes beyond competitive pay and
benefits. Rather, employees want to be recognized
for their talents and appreciated for their work.
[The more an org invests in its employes, and
trains them, the more motivated they are, and the
more the org will get out of them; performance
and skills wise.]
Bonnie &Abdulrahman
The concept of motivation can be thought as
“something” that triggers a person to act in a
certain way. From a manager’s perspective,
motivation means coexisting with workers in a
way that causes them to be responsible, punctual,
and productive when completing job-specific
tasks.
Carl Stone’s Work Attitude Survey emphasized:
greater numbers of workers are driven by the
desire to find a societal niche where their talents
are recognized, where they are treated as human
beings who have deeply held desires, where they
view their work as having a greater purpose, and
where they are afforded the opportunity to be
consulted on those matters that have influence on
their work lives.
 supervision: high performing orgs implement
well-conceived and managed performance
appraisal systems to act as developmental and
motivational tools.
These systems recognize that mutually dependent
factors help create a work environment
conductive to high performance. Among these
factors:
– an organizational culture that depends on team
building,
– an organizational culture that takes advantage of
employee strengths while compensating for
employee weaknesses
– an organizational culture that maintains open
and transparent communication channels.
– an organizational culture balances organizational
needs with employee needs.
❖ Motivation theories:
 Herzberg’s two factor hypothesis: he
developed the theory that job satisfaction in
employees depends on two kinds of factors. He
concluded that those two sets of factors affect
motivation and thus performance:
1) Factors for satisfaction (satisfiers motivators)
• Achievement
• Work itself
• Recognition
• Advancement
• Responsibility
• Growth
Page. 14
Chapter three | 4 pages in total
2) Factors for dissatisfaction
hygiene factors)
• Company policy
•
• Working conditions
•
• Interpersonal relations •
• Job security
(dissatisfiers
Supervision
Salary
Status
 Maslow’s needs hierarchy: he states that
motivation is predicated upon five fundamental
needs:
1- physiological needs, which deal with anything
that is necessary to sustain life (for example,
shelter, food, and clothing)
2- Safety needs refer not only to personal security
but also the desire for an “ordered” and
“predictable world” [This includes job security,
financial security, and emotional security.]
3- love needs, refers to acceptance, friendship,
affection, and a sense of belonging.
4- esteem needs, which are divided into two
subgroups. the desire to be recognized as strong,
confident, and autonomous and the desire for
prestige and appreciation
5- self-actualization, fulfilling one’s inherent
potential epitomizes this need.
Employee assistance:
 Prevention: the act of stopping something from
occurring or ensuring it does not happen again
 intervention: the act of interfering with the
outcome or the course of a process to prevent
harm or improve functioning
Bonnie &Abdulrahman
 counseling: involves having an impact on
others so that the task of the group is
accomplished.
-The purpose of the counseling session is to
determine the cause of an employee’s behavior,
give feedback, and guide subsequent efforts.
– benefits of counseling: It provides;
• The most direct and efficient means available to
improve employee performance;
• A vehicle for planning and monitoring staff
development;
• An effective way of identifying necessary
avenues for improvement
• An excellent means to get to know employees
and build credibility into the employer-employee
relationship;
• A way to reduce on-the-job anxiety;
• A means for recognizing serious employee
problems that require referrals
• A means of identifying and offsetting potential
problems
-risks of counseling; it can:
• Be time consuming;
• Be personally unpleasant
• Uncover deep-rooted problems that are difficult
to cope with;
• Reveal problems that both the employer and
employee contribute to;
• Worsen the problem if mismanaged.
Creating quality in the work environment:
If orgs want to have a good and heathy
environment, they have to focus on creating an
affirmative culture and utilize teamwork.
 creating affirmative culture: the culture of an
org embodies its value system thus culture is one
of the key factors influencing employees’
motivation
 teamwork: An organization’s upper
management, middle and line managers, and
human resource managers must cultivate and
sustain teams in order to create a quality work
environment, thereby leading to organizational
productivity.
Productive human resource management fosters
cooperative work relationships, a high-value and
diverse workforce, and a work environment that
enhances an employee’s quality of life.
Page. 15
Chapter three | 4 pages in total
Test Your Self – Test Bank MCQ
1. Contemporary human resource management
theory is considered
a. Static
b. Dynamic
c. Neither
d. Both
2. Training
a. Improves performance
6. Cultivating and maintaining a high quality
and diverse workforce relies on
a. Hiring the right people
b. Preparing people for their roles
c. Evaluating them fairly
d. All of the above
7. In this chapter, EAP refers to
a. Environmental Agency Protection
Copyright Taylor & Francis
b. Employee Aptitude Performance
c. Employee Assistance Program
d. None of the above
b. Motivates employees
c. Develops employee skills
d. All of the above
3. An organization without a commitment to
human resources, according to Mintzberg, is
8. Five techniques for on-the-job methods of
employee development include all of the
following EXCEPT
a. Delegation
b. Job rotation
c. Time off
d. Coaching
e. Understudy
a. A fish out of water
b. A dog without a bone
c. A body without a soul
d. Coffee without caffeine
4. In the human resource management process
the first step is
a. Recruitment
b. Identifying needs
c. Interviewing
9. Who does the book quote as saying,
“Government is only as good as the men in it”?
a. Drew Pearson
b. John F. Kennedy
c. Marc Holzer
d. Peter Drucker
10. Work teams typically embrace:
a. A supportive philosophy for their members
b. A means of allowing employees to mutually
relieve the stress of the workplace
c. An adversarial philosophy for their members
d. None of the above
d. Selecting
5. Herzberg discussed
a. Supervision techniques
b. Satisfiers/dissatisfiers
c. Evaluation methods
d. None of the above
Bonnie &Abdulrahman
Answers key:
1
b
2
d
3
c
4
b
5
b
6
d
7
c
8
c
9
a
10
a
Chapter four | 3 pages in total
The nature of decision making:
❖ Decision making definition:
Decision making is choosing one course of action
among all the other competing courses of action.
❖ Importance of decision making: (google)
– Decision making plays a big role on other
management process. In other words, decision
makers make decisions when they practice
planning, organizing, leadership processes etc.
– Decision making process is important to make
an effective public policy in order to solve a
particular problem.
❖ Decision making steps:
Step 1) pinpoint the problem: in which the
decision maker compares the expected versus the
actual