Module 9—Power and Decision In Organizations

PLEASE ONLY USE THE TWO TEXTS PROVIDED FOR THIS ASSIGNMENT
Required Texts:
Shafritz, Jay M, Steven J. Ott and Yong Suk Jang, Classics of Organization Theory 7th Ed. (Fort Worth, TX: Harcourt Brace) 2011.

Gortner, Harold F., Kenneth L. Nichols, and Carolyn Ball, Organization Theory: A Public and Nonprofit Perspective 3rd Ed. (Belmont, CA: Wadsworth) 2007.

Readings for this Module:
-Ch. 7 from:
Gortner, Harold F., Kenneth L. Nichols, and Carolyn Ball, Organization Theory: A Public and Nonprofit Perspective 3rd Ed. (Belmont, CA: Wadsworth) 2007.

-Articles 28, 31, and 33 from:
Shafritz, Jay M, Steven J. Ott and Yong Suk Jang, Classics of Organization Theory 7th Ed. (Fort Worth, TX: Harcourt Brace) 2011.

Instructions: Please only use the required texts and the appropriate chapter and articles from each text:
1. Define and describe each key term (cite using APA format).
2. Appropriately and thoroughly answer the essay question (cite using APA format).
3. Appropriately and thoroughly answer the Discussion Board question (cite using APA format).

(PLEASE ONLY USE CITATIONS FROM THE TWO TEXTS PROVIDED)
Key Concepts: In 50-100 words, define and describe the following and explain their importance:
Ch. 7; SOJ 28, 31, 33
Key Concepts:
Rational Choice Models:
Bureaucratic Models:
Decision Process Models:
Political Models:
Bases of Power:
Sources of Power:
Force Activation Models:
Force Completion Models:
Force Depletion Models:
Process Models:
Elements of Decision Process:
Incremental Model:
Satisficing:
Mixed Scanning:
Strategic Planning:
Non-Decisions :
Ethical Decision Making:

(PLEASE ONLY USE CITATIONS FROM THE TWO TEXTS PROVIDED)
Essay:
Discuss the features of conflict and uses of political power that distinguish public organizations from private ones and why these distinctions are important.

(PLEASE ONLY USE CITATIONS FROM THE TWO TEXTS PROVIDED)
Discussion Board:
Jeffrey March is the director of public works for a tribal government in the southwestern United States. Part of his work involves the direct supervision of key managers in the various divisions of his department (streets, buildings and grounds. transportation, water and sewers). Another part of his work involves interactions with other tribal government officials and with public works authorities of other local and state government agencies. Jeffrey sometimes feels that his job requires conflicting styles of decision making and relating to others. What would you say to him about

Module 10—Organizational Change

Gortner, Harold F., Kenneth L. Nichols, and Carolyn Ball, Organization Theory: A Public and Nonprofit Perspective 3rd Ed. (Belmont, CA: Wadsworth) 2007.

Readings for this Module:
-Ch. 10 from:
Gortner, Harold F., Kenneth L. Nichols, and Carolyn Ball, Organization Theory: A Public and Nonprofit Perspective 3rd Ed. (Belmont, CA: Wadsworth) 2007.

-Articles 36 and 37 from:
Shafritz, Jay M, Steven J. Ott and Yong Suk Jang, Classics of Organization Theory 7th Ed. (Fort Worth, TX: Harcourt Brace) 2011.

(PLEASE ONLY USE CITATIONS FROM THE TWO TEXTS PROVIDED)
Key Concepts: In 50-100 words, define and describe the following and explain their importance:
Ch. 10; SOJ 36, 37
Key Concepts:
Planned Change:
Unplanned Change:
Value Change:
Structural Change:
Process Change:
Mono-Change:
Conflict:
Drivers of Change:
Change Vectors:
Theory Z:
Democratic Decision-Making:
Holistic Orientation:
Egalitarianism:
Cultural Consistency:
Cultural Change:
Appreciative Inquiry:
Positive Core:
(PLEASE ONLY USE CITATIONS FROM THE TWO TEXTS PROVIDED)
Essay:
Discuss what you take to be the most important issues related to organizational change in the public sector and how (if at all) they can be distinguished from organizational change in the private sector.

(PLEASE ONLY USE CITATIONS FROM THE TWO TEXTS PROVIDED)
Discussion Board:
David Whitney graduated recently from an MPA program, during which he was constantly skeptical of approaches to public administration that called for improvements in the discipline but seemed indifferent (or even hostile) to value considerations. How might he construct a personal philosophy of public administration that would reconcile the need for effective practice with democratic ideals?