Public Administration: Cases in Managerial Role-Playing

By Robert P. Watson

Published by Pearson

Published Date: Oct 22, 2001

Table of 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).

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