Define the fundamental theories of public sector management.

Learning Outcomes:

Define the fundamental theories of public sector management.

Describe the simple and complex issues pertaining to public management.

Assignment Question(s):

1. “Managing Human Resources is critical in changing the role of the State and public sector policies”. In light of this discuss the role of human resource management for effective public administration.(5 Marks).

Important: It is mandatory to include at least two scholarly journal articles in your answer.

2. “Human resource skill is considered a vital factor for smooth organization change and managing organizational transformation” In the present technological age, discuss the important constraint in the process of upgradation of Human Resources in the organization. Also, discuss how to develop technological skills to address the business issues. (Give an example of the organization you are aware of).(5 Marks).

Important: You are required to present at least three scholarly journals to support your answers.

Answers

Answer-

Answer-

Requirements: 1200-1600

College of Administrative and Financial Sciences

Assignment 1

Public Management (MGT 324)

Due Date: 14/10/2023 @ 23:59

For Instructor’s Use only

General Instructions – PLEASE READ THEM 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.

Learning Outcomes:

Define the fundamental theories of public sector management.

Describe the simple and complex issues pertaining to public management.

Assignment Question(s):

1. “Managing Human Resources is critical in changing the role of the State and public sector policies”. In light of this discuss the role of human resource management for effective public administration. (5 Marks).

Important: It is mandatory to include at least two scholarly journal articles in your answer.

 

2. “Human resource skill is considered a vital factor for smooth organization change and managing organizational transformation” In the present technological age, discuss the important constraint in the process of upgradation of Human Resources in the organization. Also, discuss how to develop technological skills to address the business issues. (Give an example of the organization you are aware of). (5 Marks).

Important: You are required to present at least three scholarly journals to support your answers.

Answers

Answer-

Answer-

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 7: Public PerformanceÒAn acre of performance is wortha whole world of promise.Ó WILLIAM DEAN HOWELLSAmerican Author(1837Ð1920)

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥Improving Government Performance ¥Total Quality Management ¥Measuring to Improve ¥Citizen Driven Performance Measurement

Public Administration: An Indispensable Part of Society | Ü#ÝTQM Ð Total Quality Managementةلماشلا ةدوجلا ةرادا TQM is defined as Òan enterprise Lifestyle that emphasizes customer satisfaction,excellent service and rapid adjustmentTo address ever-changing customer needsÓ ¥فيكتلاو ةزاتمJا ةمدخلاو ء?معلا اضر ىلع زكري يسسؤم ةايح بولسأ” اهنأب ةلماشلا ةدوجلا ةرادإ فيرعت متيعيرسلا¥رارمتساب ةريغتJا ء?معلا تاجايتحا ةيبلتل “

Public Administration: An Indispensable Part of Society | Ü#Ý The Key Elements of TQMةلماشلا ةدوجلا ةرادk ةيسيئرلا رصانعلا 1. Leaders must develop purposes of the organization.2. All must learn the new philosophyÑincluding upper management.3. All must understand the purpose of inspection.4. Continuously improve systems of production and service.5. Implement modern training methods.6. Teach leadership.7. Eliminate fear, build trust.8. Encourage worker education and self-amelioration.9. Act to bring about the transformation. 1. ةمظنJا ضارغأ ريوطت ةداقلا ىلع بجي.2. ايلعلا ةرادkا كلذ يف امب – ةديدجلا ةفسلفلا عيمجلا ملعتي نأ بجي.3. شيتفتلا نم ضرغلا عيمجلا مهفي نأ بجي.4. ةمدخلاو جاتنkا مظنل رمتسJا pسحتلا.5. ةثيدحلا بيردتلا بيلاسأ ذيفنت.6. ةدايقلا ميلعت.7. ةقثلا ءانبو ، فوخلا ىلع ءاضقلا.8. تاذلا pسحتو لامعلا ميلعت عيجشت.9. لوحتلا ثادحk لمعلا.

Public Administration: An Indispensable Part of Society | Ü#Ý Assumptions: of TQM ةلماشلا ةدوجلا ةرادإ نم :تاضارتفPا The Customer: TQM assumes that customer is paramountىمسlا فدهلا وه ليمعلا نأ ضرتفت ةلماشلا ةدوجلا ةرادإ Continuous Improvement: include لمشيو رمتسJا pسحتلا :1- enhance value to customer2-reduce errors3-improved productivity in the use of all resource4- improved responsiveness and cycle time performance1- ء?معلل ةميقلا زيزعت2-ءاطخlا ليلقت3-دراوJا لك مادختسا يف ةيجاتنkا pسحت4- ةرودلا تقو ءادأو ةباجتسPا pسحت Commitment and Leadership: upper management is essential for TQM- ةلماشلا ةدوجلا ةرادk ةيرورض ايلعلا ةرادkا :ةدايقلاو مازتلPا Empowerment and Teamwork: assume that performance improvement can not occurbecause of one personal efforts- يعامجلا لمعلاو pكمتلاةدحاو ةيصخش دوهج ببسب ثدحي نأ نكمي P ءادlا pسحت نأ ضرتفا

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTION¥Citizens Ð Customers Ð Clients ÐOwners ¥Effectiveness Ð Efficacy Ð Equity ¥Administrators ¥Employers ¥FoundersWhat is a Performance-Driven ManagementSystem?؟ءاد[ا اهكرحي ةرادإ ماظن وه ام ¥- ء?معلا – ء?معلا – نونطاوJاك?Jا ¥فاصنkا – ةيلاعفلا – ةيلاعفلا ¥pلوؤسJا ¥لمعلا بابرأ ¥نوسسؤJا

Public Administration: An Indispensable Part of Society | Ü#Ý Improving Performance

Public Administration: An Indispensable Part of Society | Ü#Ý Improving Performance

Public Administration: An Indispensable Part of Society | Ü#Ý ¥History Ð W.E. Deming ¥The Key Elements ¥Assumptions:ÐThe CustomerÐContinuous ImprovementÐCommitment and LeadershipÐEmpowerment and TeamworkTQM Ð Total Quality Managementةيلكلا ةدوجلا ةرادإ¥خيراتلا – W.E. غنيمد ¥ةيساسlا رصانعلا ¥تاضارتفPا:‾نوبزلا‾رمتسم نسحت‾ةدايقلاو مازتلPا‾يعامجلا لمعلاو pكمتلا

Public Administration: An Indispensable Part of Society | Ü#Ý ¥The Value of ResponsivenessResponsivenessÒThe only man I know who behaves sensibly is my tailor; he takes my measurements each time he sees me. The rest go on with their old measurementsand expect me to fit them.Ó GEORGE BERNARD SHAWPlayright; Critic; Nobel Prize Winner(1856Ð1950)ةباجتسإ¥ةباجتسPا ةميق”لك يف يتاسايق ذخأي ؛ يتطايخ وه لوقعم لكشب فرصتيو هفرعأ يذلا ديحولا لجرلامهمئPأ نأ ينم نوعقوتيو ةميدقلا مهتاسايق نولصاوي ةيقبلا .يناري ةرم “. وش درانرب جروجلبون ةزئاج ىلع زئاحلا ؛دقانلا يحرسم(1856Ð1950)

Public Administration: An Indispensable Part of Society | Ü#ÝResponsiveness: is an important value of public organization and responsiveness is the extent towhich an organization promotes correspondence between decision of bureaucrats and community عمتجJاو pيطارقوريبلا رارق pب ماجسنPا وأ قفاوتلا زيزعتب ةمظنJا مايق ىدم يه ةباجتسPاو ماعلا ميظنتلل ةمهم ةميق يه :ةباجتسPاBarriers to Responsiveness and Solutions: Linking TQMÕs Philosophyةلماشلا ةدوجلا ةرادإ ةفسلف طبر :لولحلاو ةباجتسPا قئاوعProblem 1: Interest Group Politics and Captive Bureaucracy.TQM Solution 1: Establishing Interorganizational Teamwork and Training for External Customers. ةديقJا ةيطارقوريبلاو مامتهPا ةعومجم ةسايس :1 ةلكش,ا.pيجراخلا ء?معلل ،بيردتلاو تامظنJا pب كرتشJا يعامجلا لمعلا ءاشنإ :1 ةلماشلا ةدوجلا ةرادإ لح Problem 2: Expertise and Information Distortion.TQM Solution 2: Utilizing Vertical Teamwork and Empowerment تامولعJا فيرحتو ةربخلا :2 ةلكش,ا.pكمتلاو يسأرلا يعامجلا لمعلا نم ةدافتسPا :2 ةلماشلا ةدوجلا ةرادإ لح Problem 3: Specialized Structure and ParochialismTQM Solution 3: Utilizing Horizontal Teamwork and Preventing Variation in the Product and Process ريكفتلا قفا يف قيضو صصختم لكيه :3 ةلكش,اةيلمعلاو جتنJا يف ف?تخPا وا فارحنPا عنمو يقفlا يعامجلا لمعلا مادختسا :3 ةلماشلا ةدوجلا ةرادإ لح

Public Administration: An Indispensable Part of Society | Ü#Ý Performance Improvement IndicatorsÒWhat gets measured gets done, what gets measured and fed back gets done well,what gets rewarded gets repeated.Ó JOHN E. JONESAmerican Attorneyءادlا pسحت تارشؤم”امو ، اًديج هذيفنت متي هتيذغتو هسايق متي امو ، هزاجنإ متي هسايق متي امرركتي هتأفاكم متي.” زنوج يإ نوجيكيرمأ يماحم

Public Administration: An Indispensable Part of Society | Ü#Ý Performance Improvement Indicators ءادlا pسحت تارشؤم

Public Administration: An Indispensable Part of Society | Ü#ÝInput Indicators: Inputs reflect the quantity of resources appropriated to a governmentorganization, service, or programيموكح جمانرب وأ ةمدخ وأ ةسسؤJ ةصصخJا دراوJا ةيمك ت?خدJا سكعت .ت?خدJا تارشؤم Output Indicators: They reflect the amount of work done or the number of services provided bya government programيموكح جمانرب اهمدقي يتلا تامدخلا ددع وأ زجنJا لمعلا مجح سكعت يهو .جاتنPا تارشؤم Outcome Indicators: These indicators capture the results (or quality) of the services provided ةمدقJا تامدخلا (ةدوج وأ) جئاتن ىلع لدت تارشؤJا هذه .جئاتنلا تارشؤم Efficiency Indicators: These indicators examine the extent to which a public organization orprogram is performing in relation to service delivery costs تامدخلا ميدقت فيلاكتب قلعتي اميف ماع جمانرب وأ ةسسؤم ءادأ ىدم يف تارشؤJا هذه ثحبت .ةءافكلا تارشؤم

Public Administration: An Indispensable Part of Society | Ü#ÝCitizen Driven Performance Measurement نطاوJا ةطساوب وا نطاوJا اهكرحي ءادPا سايقعيمج ىلإ لوصولل :نطاو,ا ةسارد وا نايبتساريغو ةيبلسلا تاعومجJا كلذ يف امب ، pنطاوJاةطشنلانخاسلا نطاو,ا فتاه طخ:لاصت?ل دادعتسا ىلع مه نيذلا pنطاوJا عيمجللاعف وا لعافتم عقوم:ةزهجأ مادختسا عم ةحارلاب نورعشي نيذلا pنطاومللرتويبمكلاتنرتنEا ىلع ةشدرد ةفرغ:دادعتسا ىلع مه نيذلاو تنرتنkا ىلإ لوصولا ةيناكمإ مهيدل نيذلا pنطاومللةكراشمللزيكرتلا تاعومجم:pنطاوJاو عمتجJا ةداق عمنطاوJا ءادPا قيرف

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISEIdentify unrealized opportunities for productivity improvementsand the obstacles to them.City of DeficitproneÐImproving Public Performance(Simulation)(Exercise 7.1)ةاكاحم( ماعلا ءاد[ا `سحت – زجعلل ةضرعم ةنيدم(اهضرتعت يتلا تابقعلاو ةيجاتنkا pسحتل ةققحJا ريغ صرفلا ديدحت.

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥Why Measure? ¥TQM ¥Performance ManagementStrategies Preparation for next class: ReadChapter 8Public Performanceماع ءادأ ¥؟سايقلا اذاJ ¥ةلماشلا ةدوجلا ةرادإ ¥ءادlا ةرادإ تايجيتارتسا نماثلا لصفلا أرقا :يلاتلا فصلل ريضحتلا

Public Administration: An Indispensable Part of Society | Ü#ÝDesigning a Performance Measurement Systemءادlا سايق ماظن ميمصتDeveloping a performance measurement system need not be complexA system of measuring performance requires that one understand what an organization or program is trying toachieve, who its clients are, and what level of service is being delivered at the time.¥اًدقعم نوكي نأ ىلإ جاتحي P ءادlا سايق ماظن ريوطت¥تقولا كلذ يف هميدقت متي يذلا ةمدخلا ىوتسمو ، اهئ?مع مه نمو ، هقيقحت جمانرب وأ ةمظنم لواحت ام ءرJا مهفي نأ ءادlا سايق ماظن بلطتي. The seven specific steps are:1. Identifying a program to measure2. Designing a purpose statement3. Classifying program inputs, outputs, outcomes, and efficiency indicators4. Setting performance targets5. Monitoring performance6. Reporting performance results7.Concluding with analysis and action 1. سايقلل جمانرب ديدحت2. ضرغلا نايب ميمصت3. ةءافكلا تارشؤمو ، جئاتنلا ، تاجرخJا ، جمانربلا ت?خدم فينصت4. ءادlا فادهأ ديدحت5. ءادlا ةبقارم6. ءادlا جئاتن نعريراقتلا ةباتك7. لمعلاو ليلحتلا كلذ يف امب

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 8: ProgramEvaluationÒEvaluation is the process of determiningthe merit, worth, and value of things.Ó MICHAEL SCRIVENEvaluation Theorist

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥Defining and Valuing Program Evaluation ¥Collecting Data ¥Types of Program Evaluation ¥Ethics and Evaluation

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTIONÒProgram evaluation is the use of social scienceresearch methods in an effort to determine whethera public program is worthwhile.Ó ¥Systematic ¥Applied Research ¥Client and Organizational Focused A Definition¥ثحبلا بيلاسأ مادختسا وه جمانربلا مييقتام ديدحتل ةلواحم يف ةيعامتجPا مولعلا يفءانعلا قحتسي ماعلا جمانربلا ناك اذإ. ” ¥يجهنم ¥ةيقيبطتلا ثوحبلا ¥ةزكرJا ةيميظنتلاو ليمعلا

Public Administration: An Indispensable Part of Society | Ü#Ý ¥Surveys ¥Interviews ¥Focus Groups ¥Observations ¥Experiments ¥Existing DataCollecting Empirical Dataةيبيرجتلا تانايبلا عمج¥تانايبتسPا ¥ت?باقJا ¥زيكرتلا تاعومجم ¥تاظح?Jا ¥بيرجتلا ¥ةدوجوJا تانايبلا

Public Administration: An Indispensable Part of Society | Ü#Ý¥ Surveys تانايبتسDا وأ ةيئاصقتسDا تاساردلا Surveys involve asking a significant number of individuals a set of structuredquestions. These questions are usually close-ended, which means that thesurvey respondent is presented with a question and a specific number ofcorresponding answer choices ¥، ةقلغم نوكت ام ةداع ةلئسlا هذه .ةمظنJا ةلئسlا نم ةعومجم ىلع دارفlا نم ريبك ددع حرط تانايبتسPا نمضتتةلباقJا ةباجkا تارايخ نم ددحم ددعو لاؤس عم هميدقت متي نايبتسPا ىلع بيجJا نأ ينعي امم¥ In-depth interviewsةقمعت,ا تlباق,ا In-depth interviews involve asking broad, open-ended questions that elicitlengthy and detailed responses. They differ fundamentally from surveys in thatthey are less structured, include far fewer respondents, and produce atremendous amount of qualitative data ¥اًيرذج اًف?تخا فلتخت اهنإ .ةلصفمو ةلوطم تاباجإ مزلتست ةحوتفمو ةحوتفم ةلئسأ حرط ىلع ةقمعتJا ت?باقJا لمشتتانايبلا نم ةلئاه ةيمك جتنتو ، pبيجJا نم ريثكب لقأ اًددع لمشتو ، ًاميظنت لقأ اهنأ ثيح نم تانايبتسPا نعةيعونلا

Public Administration: An Indispensable Part of Society | Ü#Ý¥ Focus groupsزيكرتلا تاعومجم Focus groups are small groups, usually consisting of six to ten participants, thepurpose of which is to establish dialogue about a specific aspect of a program.Much like in-depth interviews, focus groups use broad themes and open-endedquestions to drive the dialogue. In-depth interviews and focus groups often rely onthe use of follow-up (or probing) questions, the purpose of which is to addressinadequate answers, gain additional information, or clarify statements made byinterviewees or focus group participants ¥لوح راوح ةماقإ وه اهنم ضرغلاو ، pكراشم ةرشع ىلإ ةتس نم ةداع نوكتت ، ةريغص تاعومجم يه زيكرتلا تاعومجمةلئسأو ةماع تاعوضوم زيكرتلا تاعومجم مدختست ، ةقمعتJا ت?باقJا ريبك دح ىلإ هبشت .جمانربلا نم pعم بناج، (رابتخPا وأ) ةعباتJا ةلئسأ مادختسا ىلع زيكرتلا تاعومجمو ةقمعتJا ت?باقJا دمتعت ام اًبلاغ .راوحلا عفدل ةحوتفماهب ىلدأ يتلا تانايبلا حيضوت وأ ةيفاضإ تامولعم ىلع لوصحلا وأ ةيفاكلا ريغ تاباجkا ةجلاعم وه اهنم ضرغلاوزيكرتلا ةعومجم يف نوكراشJا وأ نولباقJا

Public Administration: An Indispensable Part of Society | Ü#Ý¥ Field observations ةينادي,ا تاظحl,اField observation is another tool of the program evaluator. There are two primary types of fieldobservations: 1. Participant observations2. Nonparticipant observations. With participant observations, evaluators immerse themselves into the program that is beingevaluated, documenting what they see or hear. Central to this is establishing and maintainingrelationships with program managers and practitioners, as well as participating in some aspect of aprogramÕs operations. Conversely, nonparticipant observations assume complete detachment. Theevaluator has no participatory role. For participant observers, the relationships that are cultivatedand experiences that occur as an ÒinsiderÓ serve as sources of intimate knowledge about aprogramÕs structure and processes. ¥ةيناديJا تاظح?Jا نم نايسيئر ناعون كانه .جمانربلا مّيقJ ىرخأ ةادأ يه ةيناديJا ةظح?Jا: ¥1. pكراشJا تاظح?م¥2. pكراشم ريغلا تاظح?م. ¥رمlا اذه يف ةيساسlا رومlا نمو .هنوعمسي وأ هنوري ام نوقثويو ، همييقت يراجلا جمانربلا يف نوميقJا سمغني ، pكراشJا تاظح?م ل?خ نمتاظح?Jا ضرتفت ، سكعلا ىلعو .جمانربلا تايلمع بناوج ضعب يف ةكراشJا كلذكو ، pسرامJاو جماربلا يريدم عم تاق?علا ىلع ظافحلاو ةماقإدعت “pعلطJاك” ثدحت يتلا تاربخلاو ةعورزJا تاق?علا نإف ، pكراشJا pبقارملل ةبسنلاب .يكراشت رود ميقملل سيل .اًمات ًPاصفنا ةكراشJا ريغهتايلمعو جمانربلا لكيه لوح ةميمحلا ةفرعملل رداصم ةباثمب.

Public Administration: An Indispensable Part of Society | Ü#Ý¥ Experimentationبيرجتلا Experimentation (whether scientific or social) involves manipulation and control in an effort totest causal relationships ةيببسلا تاق?علا رابتخP ةلواحم يف مكحتلاو بع?تلا نمضتي (اًيعامتجا مأ اًيملع ناكأ ءاوس) بيرجتلا¥ Existing dataةدوجو,ا تانايبلا Includes any information that the program formally collects, or any information that can beobtained through internal program documents such as reports or memoranda وأ ريراقتلا لثم ةيلخادلا جمانربلا تادنتسم ل?خ نم اهيلع لوصحلا نكمي تامولعم يأ وأ ، اًيمسر اهعمجب جمانربلا موقي تامولعم يأ نمضتتتاركذJا

Public Administration: An Indispensable Part of Society | Ü#Ý ¥Needs¥Theory¥Process¥Impact¥EfficiencyEvaluation Types Ð Assessmentsجماربلا تامييقت عاونأ

Public Administration: An Indispensable Part of Society | Ü#ÝTypes of Program Evaluationsجماربلا تامييقت عاونأ ¥ Needs Assessment :A needs assessment consists of four steps:¥تاوطخ عبرأ نم تاجايتحPا مييقت نوكتي :تاجايتحDا مييقت: 1. Defining the social condition or problem.2. Determining the scope of the social condition or problem.3. Defining the target population.4. Briefly describing the services that are needed 1. ةلكشJا وأ ةيعامتجPا ةلاحلا ديدحت.2. ةلكشJا وأ ةيعامتجPا ةلاحلا قاطن ديدحت.3. pفدهتسJا ناكسلا ديدحت.4. ةبولطJا تامدخلل زجوم فصو ¥ Assessment of Program Theory :Program theory refers to the conceptual design of aprogram. It centers on the way in which a program is supposed to operate in a perfectworld. نأ ضرتفJا نم يتلا ةقيرطلا ىلع زكري هنإ .جمانربلل يميهافJا ميمصتلا ىلإ جمانربلا ةيرظن ريشت :جمانربلا ةيرظن مييقتيلاثم ملاع يف جمانربلا اهب لمعي.

Public Administration: An Indispensable Part of Society | Ü#ÝAssessment of Program Process: Program process assessment centers on theextent to which a programÕs services are reaching its targets. focus on the number oftargets served during a specific time period, the proportion of the total number ofeligible targets served in a specific time period, and/or the degree in which the targetsare satisfied or dissatisfied with the programÕs services and/or staff. ¥فادهlا ددع ىلع زيكرتلا .هفادهأ ىلإ جمانربلا تامدخ لوصو ىدم ىلع جمانربلا ةيلمع مييقت زكري :جمانربلا ةيلمع مييقتوأ / و ، ةددحم ةينمز ةرتف يف اهميدقت متي يتلا ةلهؤJا فادهlا ددع يلامجإ ةبسنو ، ةددحم ةينمز ةرتف ل?خ اهميدقت متي يتلاهيفظوم وأ / و جمانربلا تامدخ نع ةيضار ريغ وأ ةيضار فادهlا اهيف نوكت يتلا ةجردلاProgram Impact Assessment :A program outcome refers to change in a characteristicof the target population, while impact assumes that a change in a characteristic of thetargets is a result of the pro- gram and its services. Outcomes must be mademeasurable, either though existing data or records, or by collecting new data throughsurveys, interviews, or observations ¥نأ ريثأتلا ضرتفي pح يف ، pفدهتسJا ناكسلا صئاصخ ىدحإ يف رييغتلا ىلإ جمانربلا ةجيتن ريشت :جمانربلا رثأ مييقتنم امإ ، سايقلل ةلباق جئاتنلا نوكت نأ بجي .اهمدقي يتلا تامدخلاو جمانربلل ةجيتن وه فادهlا صئاصخ ىدحإ يف رييغتلاتاظح?Jا وأ ت?باقJا وأ تانايبتسPا ل?خ نم ةديدج تانايب عمج قيرط نع وأ ،ت?جسلا وأ ةدوجوJا تانايبلا ل?خ

Public Administration: An Indispensable Part of Society | Ü#Ý¥ Program Efficiency AssessmentThe final type of program evaluation, efficiency assessment, centers on whetherthe money and resources put toward a program are Òwell spent.Ó The two primaryapproaches to determining include cost benefit analysis and cost effectivenessanalysis. With cost-benefit analysis. ¥ جمانربلا ةءافك مييقتاهقافنإ متي” جمانربلا يف ةعوضوJا دراوJاو لاومlا تناك اذإ ام ىلعزكري ، ةءافكلا مييقت ، جمانربلا مييقت نم ريخlا عونلادئاعلاو ةفلكتلا ليلحت عم .ةفلكتلا ةيلاعف ليلحتو ةدئافلا ةفلكت ليلحت ديدحتلل نايساسlا ناجهنلا لمشيو .”اًديج.

Public Administration: An Indispensable Part of Society | Ü#Ý¥Informed Consent ¥Evaluator Bias ¥Client Centered ¥ConfidentialityEthics and Evaluations¥ةقبسJا ةقفاوJا ¥ميقJا وأ مييقتلا زيحت ¥اهروحم ليمعلا ¥ةيرسلا

Public Administration: An Indispensable Part of Society | Ü#ÝPrimary ethical concerns deal with the treatment of human subjects. First and foremost, an evaluator must take allnecessary measures to protect his or her subjects from harm. Second, obtaining informed consent is a way ofprotecting human subjects. When obtaining informed consent, an evaluator must: Explain the nature of the program evaluation, what it entails, and what the potential implications may be. (2) Inform human subjects that their participation is completely voluntary. It is important to stress that humansubjects may decline to participate at any time during the evaluation. Subjects may decline to answer anyquestions or refuse to engage in any activities that they feel may prove harmful either physically or emotionally. (3) Inform human subjects that ever effort will be made to maintain the confidentiality of all information collected.In maintaining confidentiality, subjects are typically referred to by number rather than name, and their responsesare kept in a password-protected computer.In addition to the treatment of human subjects, evaluators must be concerned about Program Evaluation potentialbias regarding the presentation of their data and findings. ، ايناث .هعيضاوم ةيامحل ةمز?لا ريبادتلا عيمج ذاختا م†يقُJا ىلع بجي ، ءيش لك لبقو ًPوأ .رشبلا ج?ع عم لماعتت ةيساسlا ةيق?خlا تامامتهPام†يقُJا ىلع بجي ، ةقبسم ةقفاوم ىلع لوصحلا دنع .ةيرشبلا تاعوضوJا ةيامحل ةليسو يهو ةقبسJا ةقفاوJا ىلع لوصحلا: (2)ةلمتحJا راثöا نوكت دق امو ، هعبتتسي امو ، جمانربلا مييقت : ةعيبطلا حرشا. (2) ضفري دق .مييقتلا ءانثأ تقو يأ يف ةكراشJا نوضفري دق pيرشبلا صاخشlا نأ ىلع ديكأتلا مهJا نم .اًمامت ةيعوط مهتكراشم نأرشبلا ربخأاًيسفن وأ اًيدسج ةراض نوكت دق اهنأ نورعشي ةطشنأ يأ يف ةكراشJا نوضفري وأ ةلئسأ يأ نع ةباجkا صاخشlا. (3) تاعوضوJا ىلإ ًةداع راشي ، ةيرسلا ىلع ظافحلا يف .اهعمج مت يتلا تامولعJا عيمج ةيرس ىلع ظافحلل دهج يأ نولذبيس نيذلا صاخشlا غ?بإرورم ةملكب يمحم رتويبمك زاهج يف اهتاباجإب ظافتحPا متيو ، مسPا نم ًPدب ددعلاب.مهجئاتنو مهتانايب ميدقتب قلعتي اميف جماربلا مييقتل لمتحJا زيحتلا ءازإ قلقلاب نوميقJا رعشي نأ بجي ، ةيرشبلا تاعوضوJا ةجلاعم ىلإ ةفاضkاب.Ethical Concernsةيق?خا فواخم

Public Administration: An Indispensable Part of Society | Ü#Ý Logic ModelsLogic Model for a High School Mathematics Tutoring Programقطن,ا جذامنةيوناثلا ةسردJا يف تايضايرلا سورد جمانربل يقطنم جذومن

Public Administration: An Indispensable Part of Society | Ü#ÝA logic model is a conceptual representation of a programÕs theory that includesinformation regarding a programÕs resources, the services it provides, and theoutcomes it hopes to produce. A logic model is organized in terms of program inputs,activities, outputs, and outcomes. Inputs refer to a programÕs resources (such asmoney, staff, supplies, buildings, and the like). Activities refer to the services that aprogram provides. Outputs refer to the ÒamountÓ of services delivered. Outputs areworkload measures. Outcomes refer to the anticipated short-term and long- termimpacts of a program. ¥اهمدقي يتلا تامدخلاو جمانربلا دراومب قلعتت تامولعم نمضتي يذلا جمانربلا ةيرظنل يميهافم ليثمت وه يقطنJا جذومنلاريشت .جئاتنلاو ، تاجرخJاو ، ةطشنlاو ، جمانربلا ت?خدم ثيح نم قطنJا جذومن ميظنت متي .اهجاتنإ يف لمأي يتلا جئاتنلاو.جمانربلا اهرفوي يتلا تامدخلا ىلإ ةطشنlا ريشت .(هباش امو ينابJاو مزاوللاو pفظوJاو لاJا لثم) جمانربلا دراوم ىلإ ت?خدJاةريصق ةعقوتJا راثöا ىلإ جئاتنلا ريشت .لمعلا ءبع سيياقم يه تاجرخJا .ةمدقJا تامدخلا “رادقم” ىلإ تاجرخJا ريشتجمانربلل لجlا ةليوطو لجlا.Logic ModelيقطنJا جذومنلا

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISEPlace the appropriate number or letter code on each line. Beprepared to explain your choices.Logic Model Lingo(Exercise 8.2)يقطن,ا جذومنلا ةغلكتارايتخا حرشل اًدعتسم نك .رطس لك يف فرحلا زمر وأ بسانJا مقرلا عض.

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥Why Evaluate? ¥What Data and How? ¥Models for Program Evaluation Preparation for next class: Read Chapter 9Program Evaluationجمانربلا مييقت ¥؟مييقتلا اذاJ ¥؟فيكو تانايبلا ام ¥جماربلا مييقتل جذامن

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 9: Public BudgetingÒA budget tells us what we canÕt afford,but it doesnÕt keep us from buying it.Ó WILLIAM FEATHERAmerican Publisher; Author(1889Ð1981)

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥What is Budgeting? ¥The Budgeting Process ¥Understanding the Federal Budget ¥Budget Types ¥Budget Sources/Uses ¥Budget Theory

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTIONWhat is Public Budgeting?ÒWhatever else they may be, budgets are manifestly political documents. Theyengage the intense concern of administrators, politicians, leaders of interest groups andcitizens interested in Ôwho gets what and how muchÕ of governmental allocations.ÓAARON WILDAVSKY and ARTHUR HAMMONDAuthors”نم ديدشلا قلقلاب نولغشني مهنإ .حضاو لكشب ةيسايس قئاثو تاينازيJا نوكت نأ نكمي ، رخآ ءيش يأ نع رظنلا ضغبتاصصخJا ” نم رادقمامو اذام ىلعو لصحي نم” ـب pمتهJا pنطاوJاو حلاصJا تاعومجم ةداقو pيسايسو pلوؤسمةيموكحلا “.؟ةماعلا ةينازيJا عضو يه امÒA budget tells us what we canÕt afford, but it doesnÕt keep us from buying it.ÓWILLIAM FEATHER, American Publisher; Author”هئارش نم انعنمت P اهنكل ، هلمحت عيطتسن P امب انربخت ةينازيJا”.يكيرمأ بتاك ,رثيف ميلو رشانلا

Public Administration: An Indispensable Part of Society | Ü#Ý Budget PreparationGovernorÕs RecommendationAppropriations BillsAppropriations SubcommitteesFull Appropriations Committee ActionHouse or Senate FloorSent to Other ChamberHouse and Senate Vote on ConferenceReportConference Report AdoptedBudget Bill Enrolled, Ratified, and sent toGovernor to be signed into lawThe Budgeting ProcessةينازيJا عضو ةيلمع1.ةينازيJا دادعإ 2.ريدJا وأ مكاحلا تايصوت3.تادامتعPا ريتاوف 4.ةيعرفلا تادامتعPا ناجل5.ةلماكلا تادامتعPا ةنجل لمع 6.باونلا سلجم وأ لزنJا ءاضعأ7.ىرخأ ةفرغ ىلإ تلسرأ 8.رمتؤJا ريرقت ىلع تّوصي باونلا سلجم9.رمتؤJا ريرقت دامتعا 10.اهلاسرإو اهيلع قيدصتلاو ةينازيJا ةروتاف ليجست متاًنوناق حبصتل اهعيقوتل ريدJا وأ مكاحلا ىلإ

Public Administration: An Indispensable Part of Society | Ü#Ý The Federal Budget

Public Administration: An Indispensable Part of Society | Ü#Ý¥Operational vs. Capital Budget ¥Line-Item Budget ¥Performance Based Budget (PBB) ¥Zero Based Budget (ZBB) ¥Program Based (PPBS) (or PlanningProgram Budgeting Systems)Types of Budgets¥ةيلامسأرلا لباقم ةيليغشتلا ةينازيJا ¥دنبلا طخ وأ ةعلسلا طخ ةينازيم ¥ءادPا ىلع ةمئاقلا ةينازيJا PB)) ¥رفصلا ىلع ةمئاقلا ةينازيJا ZBB)) ¥جمانرب (PPBS) (ةنزاوم ةمظنأ طيطخت وأجماربلا)تاينازيJا عاونأ

Public Administration: An Indispensable Part of Society | Ü#ÝTypes of Budgets تاينازيJا عاونأOperational vs. Capital Budget ةيلامسأرلا لباقم ةيليغشتلا ةينازيJا There are two types of public budgets : operating budgets and capital budgets. An operatingbudget is a short-term, year-to-year budget that plans how resources will be allocated forgovernment agencies and programs. A capital budget is a long-term plan that deals with thefinancing of capital projects long-term investments that include buildings, bridges, and evenquality of life projects such as parks. ماع نم لجlا ةريصق ةينازيم يه ليغشتلا ةينازيم .ةيلام سأرلا تاينازيمو ليغشتلا تاينازيم – ةماعلا تاينازيJا نم ناعون كانهليومت عم لماعتت لجlا ةليوط ةطخ يه ةيلامسأرلا ةينازيJا .ةيموكحلا جماربلاو تPاكولل دراوJا صيصخت ةيفيكل ططخت رخآ ىلإقئادحلا لثم ةايحلا ةيعون عيراشم ىتحو روسجلاو ينابJا لمشت لجlا ةليوط تارامثتسا ةيلامسأرلا عيراشJا. ةعلسلا طخ ةينازيم Line-Item Budget A line-item budget illustrates where public money will be spent item by item. Line-item budgetingis most popular among local governments, given its relative simplicity. In other words, you do notneed to be a financial wizard to create a line-item budget. ¥، ةيلحJا تاموكحلا pب اًعويش رثكlا دونبلا ةينازيم دعت .ًادنب ًادنب ةماعلا لاومPا قافنا متيس نيأ حضوت ةعلسلا طخ ةينازيمدنب ةينازيم ءاشنk اًيلام اًجلاعم نوكت نأ ىلإ ةجاحب تسل ، رخآ ىنعمب .ةيبسنلا اهتطاسب ىلإ رظنلاب.

Public Administration: An Indispensable Part of Society | Ü#ÝPerformance Based Budget (PBB) ءادPا ىلع ةمئاقلا ةينازيJا The idea behind performance budgeting is that how much you spend on department x is tieddirectly to how well department x is performing. Performance budgeting requires the establishmentof performance levels and the collection of information (or data) that tells whether thoseperformance levels have been met. The most common types of performance indicators are outputsand outcomes. مسقلا ىلع هقفنت يذلا غلبJا نأ يه ءادlا ةينازيم ءارو ةركفلا x مسقلا ءادأ ىدمب ةرشابم طبترم x. ديدحت ءادlا ةينازيم بلطتتتارشؤم عاونأ رثكأ .تققحت دق هذه ءادlا تايوتسم تناك اذإ ام ددحت يتلا (تانايبلا وأ) تامولعJا عمجو ءادlا تايوتسمجئاتنلاو تاجرخJا يه اًعويش ءادlا. رفصلا ىلع ةمئاقلا ةينازيJا Zero Based Budget (ZBB) The key to zero-based budgeting (ZBB) is that all departments must defend their programs andconsequently their level of funding each year. Rather than earmarking additional funds that areneeded annually, the department head must demonstrate how different levels of funding wouldimpact the delivery of a given programÕs services. نم ًPدب .ةنس لك اهليومت ىوتسم يلاتلابو اهجمارب نع عفادت نأ بجي تارادkا عيمج نأ وه رفصلا ىلع ةمئاقلا ةنزيJا حاتفمتامدخ ميدقت ىلع ةفلتخJا ليومتلا تايوتسم رثؤت فيك مسقلا سيئر حضوي نأ بجي ، اًيونس ةبولطم ةيفاضإ لاومأ صيصخت

Public Administration: An Indispensable Part of Society | Ü#ÝProgram Based (PPBS) (or Planning Program Budgeting Systems)جمانرب (PPBS) (جماربلا ةنزاوم ةمظنأ طيطخت وأ) ¥is based on the principles of rational decision making. Rational decision making mirrorsthe aim of cost benefit principles. When using cost-benefit analysis, program costs arecompared to program benefits, both of which are expressed in monetary terms. ¥مادختسا دنع .ةفلكتلا دئاوف ئدابم فده ين?قعلا رارقلا ذاختا سكعي .ةيقطنJا تارارقلا ذاختا ئدابم ىلع دمتعتةيدقنلا ةميقلاب امه?ك نع ريبعتلا متي ثيح ، جمانربلا دئاوفب جمانربلا فيلاكت ةنراقم متت ، ةدئافلا-ةفلكتلا ليلحت.

Public Administration: An Indispensable Part of Society | Ü#ÝAdvantages of Zero-Based Budgetingرفصلا ىلع ةمئاقلا ةينازيJا ايازم1. Results in efficient allocation of resources, as it is based on needs and benefits. 2. Drives managers to find out cost effective ways to improve operations. 3. Detects inflated budgets. 4. Useful for service department where the output is difficult to identify. 5. Increases staff motivation by providing greater initiative and responsibility in decision making. 6. Increases communication and coordination within the organization. 7. Identifies and eliminates wastage and obsolete operations. 1. دئاوفلاو تاجايتحPا ىلع موقي هنl ، ةءافكب دراوJا صيصخت يف جئاتنلا.2. تايلمعلا pسحتل ةفلكتلا ثيح نم ةلاعف قرط فاشتكP نيريدJا عفدي.3. تاينازيJا مخضت فشتكي.4. تاجرخJا ديدحت بعص اذا ةمدخلا مسقل ديفم .5. رارقلا عنص يف ةيلوؤسJاو ةردابJا نم ديزJا ريفوت ل?خ نم pفظوJا زيفحت نم ديزي.6. ةمظنJا لخاد قيسنتلاو لصاوتلا ديزي.7. ةمداقتJا تايلمعلاو ردهلا ليزيو ددحي.

Public Administration: An Indispensable Part of Society | Ü#ÝDisadvantages of Zero-Based Budgetingرفصلا ىلع ةمئاقلا ةينازيJا ئواسمDifficult to define decision units and decision packages, as it is very time consuming andexhaustive. 2.فزنتسمو ةياغلل ً?يوط اًتقو قرغتست اهنإ ثيح ، تارارقلا مزحو رارقلا تادحو ديدحت بعصلا نم 2. Forced to justify every detail related to expenditure. The R&D department is threatened whereasthe production department benefits.2. جاتنkا مسق ديفتسي pح يف ددهم ريوطتلاو ثحبلا مسق .تاقفنلاب ةقلعتJا ليصافتلا لك ريربتل رطضت. 3. Necessary to train managers. ZBB should be clearly understood by managers at various levels,otherwise they cannot be successfully implemented. Difficult to administer and communicate thebudgeting because more managers are involved in the process.3. نكمي P Pإو ، تايوتسJا فلتخم ىلع نيريدJا لبق نم حوضوب مهفت نأ بجيرفصلا ىلع ةمئاقلا ةينازيJا .نيريدJا بيردت ةرورضةيلمعلا يف نوكراشي نيريدJا نم ديزJا نl ةنزيJا ليصوتو ةرادإ بعصلا نم .حاجنب اهذيفنت.

Public Administration: An Indispensable Part of Society | Ü#Ý Resources Ð Sources

Public Administration: An Indispensable Part of Society | Ü#Ý1.Wildavsky 2.V.O. Key 3.Whicker 4.SwedlowBudgeting TheoriesةنزيJا تايرظنGiven the scarcity of public re- sources, budget makers mustdetermine how such resources are used, and there are variousschools of thought or theories that dictate how public resourcesshould be allocated. ¥ةيفيك ديدحت ةينازيJا يعناص ىلع بجي ، ةماعلا رداصJا ةردن ىلإ رظنلابةيفيك ددحت ةفلتخم تايرظن وأ ةيركف سرادم كانهو ، دراوJا هذه مادختساةماعلا دراوJا صيصخت.

Public Administration: An Indispensable Part of Society | Ü#ÝWildavsky underscores the inevitability of budgetary incrementalism as a function of politics (1961; 1992),suggesting that only a small number of politically feasible alternatives are considered at any one time, and ina democracy, these policies typically differ only in small increments from previous policies.¥دكؤي Wildavsky لئادبلا نم طقف ليلق ددع يف رظنلا متي هنأ ىلإ ريشي امم ، (1992 ؛ 1961) ةسايسلا يف ةلادك ةينازيJا ةدايز ةيمتح ىلعةقباسلا تاسايسلا نع ةريغصلا تادايزلا يف طقف ًةداع تاسايسلا هذه فلتخت ، ةيطارقميدلا يفو ، دحاو تقو يف ًايسايس ةنكمJا . V.O. Key questioned the rationale by which x dollars are allocated to one activity at the expense of another.While budgetary preferences are largely a function of philosophy and values, efficiency and cost benefitprinciples must guide the budget process. From a political science perspective, bargaining andincrementalism prove central to the budgetary process, which is consistent with pluralist notions.¥V.O. Key صيصخت هب متي يذلا يقطنJا ساسlا نع لءاست x ةينازيJا ت?يضفت نأ pح يف .رخآ طاشن باسح ىلع دحاو طاشنل رPودةضوافJا تبثت ، ةيسايسلا مولعلا روظنم نم .ةنزاوJا ةيلمع ةفلكتلا دئاوفو ةءافكلا ئدابم هجوت نأ بجي ، ميقلاو ةفسلفلا ةفيظو ريبك دح ىلإ يهةيددعتلا ميهافJا عم قفاوتت يتلاو ، ةنزاوJا ةيلمع ميمص يف دايدزkاو. Whicker (1992) offers a Ògrander budget theoryÓ that has a redistributive aspectÑ that is, tax dollarscollected from wealthier individuals are spent on agencies and programs that provide services to the lessfortunate.¥Whicker (1992) ” متي ءارث رثكlا دارفlا نم اهعمج متي يتلا بئارضلا لاومأ نأ يأ – عيزوتلا ةداعk بناج اهل “مظعأ ةينازيم ةيرظن مدقياًظح لقlا ىلإ تامدخلا مدقت يتلا جماربلاو تPاكولا ىلع اهقافنإ. Swedlow (2002) would argue that cultural theory serves as a basis for understanding budgetary decisions.Culture embodies ideology, philosophies regarding human nature, the economy, and the impact ofredistributive policies on individual autonomy and collective relationships. ¥ةعيبطلاب ةقلعتJا تافسلفلاو ةيجولويديlا ةفاقثلا دسجت .ةينازيJا تارارق مهفل ساسأك لمعت ةيفاقثلا ةيرظنلا نأ (2002) ولديوس لداجي دقةيعامجلا تاق?علاو يدرفلا ل?قتسPا ىلع عيزوتلا ةداعإ تاسايس ريثأتو داصتقPاو ةيرشبلا.

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISETake the budgeting process for the U.S. into your own hands andfeel the impact of your distribution and taxation decisions inreal time. Budget Hero Budget Hero (Simulation)(Exercise 9.2)ةاكاحم) ةينازي,ا لطب)يلعفلا تقولا يف بئارضلاو عيزوتلا تارارق ريثأتب رعشو كيدي pب ةدحتJا تايPولل ةينازيJا دادعإ ةيلمع ذخ. ةينازيJا لطب

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥Definition ¥Process ¥Theories Preparation for next class: Read Chapter 10Public Budgetingةماعلا ةنزاو,ا ¥فيرعت ¥ةجلاعم ¥تايرظن

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 10: Public-SectorLeadershipÒYou can only govern men by serving them.Ó VICTOR COUSINFrench Philosopher(1792Ð1867)

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥Leading People ¥Managing People ¥Theories of Leadership ¥Leadership and Power

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTIONThink of a manager you have worked for that you considered tobe an excellent leader. List the qualities that made you feel heor she was excellent. Think of a manager you have worked for that you considered tobe a poor leader. List the qualities that made you feel he orshe was poor. Qualities of a Poor Leader vs. an Excellent Leader(Exercise 10.1)زاتم,ا دئاقلا لباقم ريقفلا دئاقلا تافصزاتمم هنأ رعشت كتلعج يتلا تافصلاب ةمئاق عض .اًزاتمم اًدئاق هتربتعاو هيدل تلمع ريدم يف ركف. ريقف هنأ رعشت كتلعج يتلا تافصلاب ةمئاق عض .ًافيعض ًادئاق هتربتعا يذلاو هيدل تلمع يذلا ريدJا يف ركف.

Public Administration: An Indispensable Part of Society | Ü#Ý ¥Planning ¥Organizing ¥Directing ¥Coordinating ¥Controlling ¥ImplementingLeadingÒA good leader is a person who takes a little more of his share of the blame and a little less than his share of the credit.Ó JOHN C. MAXWELLPastor; Author; Leadership Expertةدايق ¥يطختلاط ¥ميظنت ¥هيجوت ¥قيسنتلا ¥ةعباتJا ¥ذيفنت”نم هبيصن ذخأي يذلا صخشلا وه ديجلا دئاقلانم هبيصن نم ً?يلق لقأو ً?يلق رثكأ موللالضفلا.” ليوسكام يس نوج؛فلؤم ؛سقلاةدايقلا ريبخ

Public Administration: An Indispensable Part of Society | Ü#ÝLeading Peopleةداقلا Organizational leaders must carry out specific managerial functions. These functionsinclude planning, organizing, directing, coordinating, controlling, and implementing. ¥ Planning: Determining what is to be done to accomplish a specific purpose, objective, or themission of the department, section, or unit. ¥ ةدحولا وأ مسقلا وأ ةرادPا نم ةددحم ةمهم وأ فده وأ ضرغ قيقحتل هب مايقلا بجي ام ديدحت :طيطختلا. ¥ Organizing: The formal arranging and balancing of activities, the determination of who will dowhat, the assigning of authority and responsibility so that that which is being planned will beaccomplished. ¥ زاجنإ متي ثيحب ةيلوؤسJاو ةطلسلا pيعتو ، لعفيس اذامو لعفيس نم ديدحتو ، ةطشنÖل ةنزاوJاو يمسرلا بيترتلا :ميظنتلاهل طيطختلا مت ام. ¥ Directing: Assigning tasks, ordering, instructing, telling subordinates what to do in order toaccomplish the objective. ¥ فدهلا قيقحت لجأ نم هب مايقلا بجي ام pسوؤرJا رابخإ ، داشرإ ، بيترتو ، ماهJا pيعت :هيجوت.

Public Administration: An Indispensable Part of Society | Ü#Ý¥ Coordinating: Integrating a schedule of activities so that the plans will be carried out on time. ¥ ددحJا تقولا يف ططخلا ذيفنت متي ثيحب ةطشنlا لودج جمد :قيسنتلا. ¥ Controlling: Checking the progress of work against plans or standards to determine ifactivities are under way and progressing satisfactorily; making corrections and adjustments oreven new plans in the light of new developments or unforeseen circumstances. ¥ لكشب مدقتلاو ةيراج ةطشنlا تناك اذإ ام ديدحتل ريياعJا وأ ططخلا لباقم لمعلا يف زرحJا مدقتلا نم ققحتلا :مكحتلاةعقوتJا ريغ فورظلا وأ ةديدجلا تاروطتلا ءوض يف ةديدج ططخ ىتح وأ ت?يدعتو تاحيحصت ءارجإ ؛ ضرم. ¥Implementing: Accomplishing or fulfilling the purposes or ends of the work plan. ¥ لمعلا ةطخ تاياهن وأ ضارغأ قيقحت وأ زاجنإ :ذيفنتلا.

Public Administration: An Indispensable Part of Society | Ü#Ý ¥Implement¥Sensitivity¥Negotiate¥Cultivate¥Respond¥Oversee¥Alert¥Represent¥Life-Work BalanceManagingÒLeadershipAsFollowershipÓةرادإ ¥ذفن¥ةيساسح¥ضوافت¥لقص وا عرز¥در¥ىلع فرشي¥راذنإ¥زيكرت¥ةايحلا pب نزاوتلالمعلاو”عابتأك ةدايقلا”

Public Administration: An Indispensable Part of Society | Ü#ÝManaging Leadership: ةدايقلا ةرادإ1.Work to implement their personal career plans, using the firm as a vehicle for so doingwhile seeking to meet its requirements. 1. اهتابلطتم ةيبلتل يعسلا عم كلذب مايقلل ةادأك ةكرشلا مادختساب ، ةيصخشلا ةينهJا مهططخ ذيفنت ىلع لمعلا. 2. Work to be sensitive to the expressed or more often implied expectations of theirimmediate superiors. They seek to tune in on new pressures, new developments, and newrequirements that may subtly or sharply alter how they go about their work. 2. مهنإ .نيرشابJا مهئاسؤر نم نايحlا نم ريثك يف ةينمضلا وأ اهنع ربعJا تاعقوتلل ةساسح نوكت نأ ىلع لمعلامهلمع ةقيرط ةدحب وأ ةراهمب ريغت دق يتلا ةديدجلا تابلطتJاو ، ةديدجلا تاروطتلاو ، ةديدجلا طوغضلا طبض ىلإ نوعسي. 3. Negotiate continuously with their peers in other departments on whom they depend andwho depend upon them and their work group to get the total job done effectively. 3. لمعلا ةعومجمو مهيلع نودمتعي نيذلاو اهيلع نودمتعي يتلا ىرخlا تارادkا يف مهنارقأ عم رارمتساب ضوافتلالاعف لكشب ةلماكلا ةمهJا زاجنk مهب ةصاخلا. 4. Cultivate good relations with staff and service groups whose attitudes and actions canmake their jobs easier or harder, 4. وأ لهسأ مهفئاظو مهلاعفأو مهفقاوم لعجت نأ نكمي يتلا تامدخلا تاعومجمو pفظوJا عم ةديج تاق?ع عرزأ وأ طبرا

Public Administration: An Indispensable Part of Society | Ü#Ý5. Respond to the requests, demands, and requirements of significant individuals and groups in theiroccupational life spans to retain their goodwill or at least not alienate them. They must be flexible in adjusting toan astounding variety of personalities, cliques, in-groups, parochial loyalties, expertise, and eccentricities. 5. .مهلزع مدع لقlا ىلع وأ مهتين نسح ىلع ءاقبkا ىلإ دتمت ةينهJا مهتايح يف ةماهلا تاعامجلاو دارفlا تابلطتمو بلاطمو تابلطل ةباجتسDاةبارغلاو ، ةربخلا ، ةقيضلا تاءPولا ، تاعومجJا ، ةرمزلا ، تايصخشلا نم ةلهذم ةعومجم عم فيكتلا يف pنرم اونوكي نأ بجي. 6. Oversee the flow of work into, within, and out of their departments to as sure that it proceeds with a minimumof interruption or static that may draw unwanted attention from superiors. .6.ءاسؤرلا نم هيف بوغرJا ريغ هابتنPا تفلي دق تباث وأ عاطقنPا نم ردق لقأب يضمي هنأ نم دكأتلل مهتارادإ جراخو نمضو لخاد لمعلا قفدت ةبقارم 7. Are alert to the work output, needs, desires, and morale of their subordinates, interacting with them, yetmaintaining their own managerial position. 7. صاخلا يرادkا مهفقوم ىلع ظافحلا عم ، مهعم لعافتلاو ، هيسوؤرم تايونعمو هتابغرو هتاجايتحاو لمعلا تاجرخم ىلإ هًبنتلا. 8. Represent their people and their views in dealings with their superiors and other departments. 8. ىرخlا تارادkاو مهئاسؤر عم لماعتلا يف مهئارآو مهبعش ليثمت. 9. Try to remain their own person while accommodating themselves to the legitimate demands of theorganization. They must establish a valid order of priorities balancing out what is rightly due the firm, theirfamilies, and themselves. 9. ةكرشلل قحتسم وه ام ةنزاو, تايولوÖل حيحص بيترت ءاشنإ مهيلع بجي .ةعورشJا ةمظنJا بلاطJ بيجتست امنيب اهب اًصاخ اًصخش لظت نأ لواحمهسفنأو مهرسأو.

Public Administration: An Indispensable Part of Society | Ü#Ý ¥Trait ¥Skills ¥Style ¥Situational ¥Contingency ¥Path-Goal ¥TransformationalLeadership Theoriesةدايقلا تايرظن ¥ةمس ¥تاراهم ¥بولسأ ¥ةيفرظلا ¥ئراط ¥فدهلا راسم ¥ةيليوحتلا

Public Administration: An Indispensable Part of Society | Ü#ÝTrait Theoryتامسلا ةيرظن¥Trait theory embraces the idea that leaders are born; therefore, they must possess certaininnate characteristics that make them well suited for leadership. The essence ofleadership is getting people to follow. People are more inclined to follow someone whoexudes confidence. Having confidence in your abilities and conveying this confidenceultimately make people feel that your decisions are the correct ones, and thus following isthe ÒsmartÓ or ÒrightÓ thing to do. ¥ةبسانم اهلعجت يتلا ةيرطفلا صئاصخلا ضعب كلتمت نأ بجي ، كلذل ؛ نودلوي ةداقلا نأ ةركف تامسلا ةيرظن نضتحتكتاردق يف كتقث نإ .ةقثلاب حضني صخش ةعباتJ ?يم رثكأ سانلا .نوعبتي سانلا لعج وه ةدايقلا رهوج .ةدايقلل اًمامتوه يلي ام نإف يلاتلابو ، ةحيحصلا تارارقلا يه كتارارق نأ ةياهنلا يف نورعشي سانلا لعجي ةقثلا هذه لاصيإوهب مايقلا بجي يذلا “حيحصلا” وأ “يكذلا” ءيشلا. ةيفرظلا ةدايقلا Situational Leadership¥The idea behind situational leadership is that the leader must alter his or her leadershipapproaches based upon the circumstances (or the situation, hence the name). ¥مث نمو ، ةلاحلا وأ) فورظلا ىلع ًءانب ةيدايقلا هتايجهنم ريغي نأ دئاقلا ىلع نأ يه ةيفرظلا ةدايقلا ءارو نم ةركفلامسPا). Leadership Theoriesةدايقلا تايرظن

Public Administration: An Indispensable Part of Society | Ü#ÝتاراهJا ةيرظن Skills Theory While trait theory emphasizes personal characteristics, the skills approach to leadership is centered on humancapital. In other words, an individualÕs skills and abilities determine the extent to which he or she is fit forleadership. There are three distinct types of skills: technical, human, and conceptual. Technical skill refers tothe abilities and knowledge necessary to complete a particular task. Human skill is analogous to havinginterpersonal skill. A leader with interpersonal skills is aware of individualsÕ needs and tries to motivatesubordinates by fulfilling those needs. Conceptual skill refers to the ability to think critically and work withideas. Long-term visioning, strategic planning, and analyzing hypothetical scenarios are conceptual skill sets.Conceptual skills are thought to be most important among top management, while human and technical skillsare most important among middle and line managers. تاراهم ددحت ، رخآ ىنعمب .يرشبلا لاJا سأر ىلع زكرتي ةدايقلا يف تاراه,ا جهن نإف ، ةيصخشلا صئاصخلا ىلع تامسلا ةيرظن دكؤت امنيبةفرعJاو تاردقلا ىلإ ةينقتلا تاراهJا ريشت .ةيميهافJاو ةيرشبلاو ةينقتلا :تاراهJا نم ةزيمتم عاونأ ةث?ث كانه .ةدايقلل هتمء?م ىدم هتاردقو درفلادارفlا تاجايتحا كردي نيرخPا عم لماعتلا تاراهJا وذ دئاقلا .نيرخöا عم لماعتلا ةراهم دوجو ةيرشبلا ةراهJا هبشت .ةنيعم ةمهم لامكk ةمز?لاةيؤرلا دعت .راكفlا عم لمعلاو يدقنلا ريكفتلا ىلع ةردقلا ىلإ ةيميهافJا ةراهJا ريشت .تاجايتحPا كلت ةيبلت ل?خ نم pسوؤرJا زيفحت لواحيورثكlا يه ةيميهافJا تاراهJا نأ دقتعُي .ةيميهافم تاراهم تاعومجم ةيضارتفPا تاهويرانيسلا ليلحتو يجيتارتسPا طيطختلاو ىدJا ةليوطلايطخلاو يطسوتJا نيريدJا pب ةيمهأ رثكlا يه ةينقتلاو ةيرشبلا تاراهJا نأ pح يف ، ايلعلا ةرادkا pب ةيمهأ. بولسPا ةيرظن Style TheoryStyle theorists examine how well leaders balance the need to achieve results (task behavior) versus the needsof the people within the organization (relationship behavior). ةق?علا كولس) ةمظنJا لخاد صاخشlا تاجايتحا لباقم (ةمهJا كولس) جئاتنلا قيقحت ىلإ ةجاحلا pب ةداقلا نزاوت ىدم بولسlا يرظنم سردي).

Public Administration: An Indispensable Part of Society | Ü#ÝContingency Theoryئراوطلا ةيرظنSome leaders are better suited for certain situations. The idea behind contingency ¥ئراوطلا ءارو ةركفلا .ةنيعم تPاحل ةمء?م رثكأ ةداقلا ضعب فدهلا راسم ةيرظن Path-Goal TheoryEmployee motivation is central to the path-goal theory of leadership. Leaders must embrace behaviors that dealwith the motivational needs of their employees. In the context of path-goal theory,four types of leadership behaviors have been identified: Directive leadership: deals with clearly informing subordinates what needs to be accomplished, how it shouldbe accomplished, and what the expected results should be.Supportive leadership: deals with ÒhumanÓ needs (e.g., being friendly).Achievement-oriented leadership: deals with challenging subordinates to do their very best.Participative leadership: deals with including subordinates in decision making. يف .مهيفظوJ ةيزيفحتلا تاجايتحPا عم لماعتت يتلا تايكولسلا ينبت ةداقلا ىلع بجي .ةفدهتسJا ةدايقلا ةيرظن يف اًيساسأ اًرمأ pفظوJا زيفحت دعيةدايقلا تايكولس نم عاونأ ةعبرأ ديدحت مت ، فدهتسJا راسJا ةيرظن قايس: ¥ةعقوتJا جئاتنلا هيلع نوكت نأ يغبني امو ، هزاجنإ يغبني فيكو ، هزاجنإ بجي امب حوضوب pسوؤرJا م?عإ عم لماعتت :ةيهيجوتلا ةدايقلا.¥اًدودو نوكت نأ ، لاثJا ليبس ىلع) “ةيناسنkا” تاجايتحPا عم لماعتت :ةمعادلا ةدايقلا).¥مهدهج ىراصق لذبل ةبعصلا pسوؤرJا عم لماعتي :زاجنEا وحن ةهجو,ا ةدايقلا.¥رارقلا عنص يف pسوؤرJا pمضت عم لماعتلا :ةيكراشتلا ةدايقلا.

Public Administration: An Indispensable Part of Society | Ü#ÝTransformational Leadershipةيليوحتلا ةدايقلاLike path-goal theory, transformational leadership deals with subordinate motivation.Transformational leadership, however, goes a step further by focusing on the subordinateÕsvalues, ethics, long-term aspirations, and general workplace needs. ¥ىلإ ةوطخ وطخت ةيليوحتلا ةدايقلا نإف ، كلذ عمو .ةيوناثلا عفاودلا عم ةيليوحتلا ةدايقلا لماعتت ، فدهلا راسم ةيرظن لثمةماعلا لمعلا ناكم تاجايتحاو ليوطلا ىدJا ىلع هتاحومطو هق?خأو سوؤرJا ميق ىلع زيكرتلا ل?خ نم مامlا.

Public Administration: An Indispensable Part of Society | Ü#Ý Leadership and Power

Public Administration: An Indispensable Part of Society | Ü#Ý ÒLeadership is a combination of strategy and character. If you must be without one, be without strategy.Ó H. NORMAN SCHWARZKOPFU.S. Army General”ناك اذإ .ةيصخشلاو ةيجيتارتسkا نم جيزم يه ةدايقلاةيجيتارتسا دجوت ?ف ، دحاو نودب نوكت نأ بجي. ” فوكزراوش نامرونيكيرمlا شيجلاب لارنج

Public Administration: An Indispensable Part of Society | Ü#Ý¥Leaders must be strong and decisive; under continuous pressure, they must act onthe spot, reaching decisions without taking much time to consider the subtleties andimplications of their choices.¥Leaders are expected to act as authoritarian lone decision makers.¥Authority emanates from the top and is to be automatically accepted.¥Leaders know best and the workforce must therefore follow. ¥ىلإ لصوتلاو ، روفلا ىلع لمعلا مهيلع بجي ، رمتسJا طغضلا تحت ؛ pمساحو ءايوقأ ةداقلا نوكي نأ بجيمهتارايخ ىلع ةبترتJا راثöاو ةقيقدلا ليصافتلا يف رظنلل تقولا نم ريثكلا ذخأ نود تارارق.¥نيديحولا رارقلا يعناص مهتفصب ةداقلا فرصتي نأ عقوتJا نم.¥اًيئاقلت اهلوبق متيسو ىلعlا نم ةطلسلا قثبنت.¥مهعبتت نأ بجي ةلماعلا ىوقلا يلاتلابو ، لضفأ ةداقلا فرعي .Leadershipةدايقلا

Public Administration: An Indispensable Part of Society | Ü#ÝReward power: The ability to meet the needs of another, or control him or her, by givingrewards for desired behavior. Pay, promotions, or bonuses may be ways that organizationsexert reward power over their employees. 2.دق .بوغرJا كولسلل تآفاكم حنم ل?خ نم ، هيلع ةرطيسلا وأ ، رخآ صخش تاجايتحا ةيبلت ىلع ةردقلا : ةأفاكJا ةوقاهيفظوم ىلع ةأفاكJا ةطلس تاسسؤJا اهب سرامت يتلا قرطلا يه تاو?علا وأ تايقرتلا وأ بتاورلا نوكت. 2.Punishment power: Coercive power, or the ability to deliver a painful or punishing outcome toanother, and hence control him by his desire to escape the punishment. Firing, ridiculing, ordisciplining an individual are common techniques of coercive power. 2. نم بورهلا يف هتبغرب هيلع ةرطيسلا يلاتلابو ، رخö ةبقاعم وأ ةJؤم ةجيتن لاصيإ ىلع ةردقلا وأ ، ةيرسقلا ةوقلا :باقعلا ةوقةيرسقلا ةوقلل ةعئاشلا تاينقتلا يه درفلا بيدأت وأ ، مكهتلاو ، لصفلا .ةبوقعلا. 3. Expert power: Power based on the ability to understand, use, and deliver information thatothers need. 3. نورخöا اهجاتحي يتلا تامولعJا ميدقتو مادختساو مهف ىلع ةردقلا ىلع ةمئاقلا ةوقلا :ةربخلا ةوق. Types of Leadership Powerةيدايقلا ةوقلا عاونأ

Public Administration: An Indispensable Part of Society | Ü#Ý4. Legitimate power: Control or influence that is exerted by virtue of the personÕs holding aparticular position in the organizational structure. The power is vested in the rights andresponsibilities of the position, not the person. Compliance with that power occurs becauseother individuals in the organization respect the organizational structure and the rights andresponsibilities that accompany particular positions. 4. .يميظنتلا لكيهلا يف اًنيعم اًبصنم لغشي يذلا صخشلا ةماقتسا ل?خ نم سرامي يذلا ريثأتلا وأ ةرطيسلا :ةيعرشلا ةوقلاةسسؤJا يف نيرخöا دارفlا نl ةطلسلا كلتل لاثتمPا ثدحي .صخشلا سيلو ، ةفيظولا تايلوؤسمو قوقحب ةطلسلا طانتةنيعم فقاوم بحاصت يتلا تايلوؤسJاو قوقحلاو يميظنتلا لكيهلا نومرتحي. 5. Referent power: Having the desire to comply with a leaderÕs wishes be cause of yourattraction to him/her describes referent power (French and Raven, 1959). Control based onreferent power will be dependent upon the leaderÕs ability to persuade others to follow based onattraction or charisma. 5. عجرJا ةوق فصت اهل / هل كباذجنا يف اببس نوكت دئاقلا تابغرل لاثتمPا يف ةبغرلا نإ :عجرJا ةوق(French andRaven،(1959 امزيراكلا وأ ةيبذاجلا ىلع ًءانب ةعباتJاب نيرخöا عانقإ ىلع دئاقلا ةردق ىلع عجرJا ةوق ىلع ةرطيسلا دمتعت

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISEIndicate how often each statement is true of your own behavior.Path-Goal Questionnaire(Exercise 10.4)فدهلاو راس,ا نايبتسا ةبسنلاب ةحيحص ةرابع لك اهيف نوكت يتلا تارJا ددع ددحككولسل.

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥Definitions ¥Characteristics Ð Theories ¥Power and Leadership Preparation for next class: Read Chapter 11Public-Sector Leadershipماعلا عاطقلا ةدايق ¥تافيرعت ¥تايرظنلا – صئاصخلا ¥ةدايقلاو ةوقلا

Public Administration: An Indispensable Part of Society | Ü#ÝLeader as Communicatorلصاوتمك دئاقلاWhen you take a moment and think about what managers and leaders do, you will inevitablycome to the conclusion that the vast majority of their time is spent communicatingÑcommunicating in an effort to coordinate the human elements of the organization. Thus, whencommunication is broken, the organization is usually broken as well. There are several humanbarriers to communication, which are often referred to collectively as Ònoise.Ó Noise can beexternal or internal, and it includes: هنوضقي مهتقو نم ىمظعلا ةيبلاغلا نأ اهدافم ةجيتن ىلإ امتح لصتس ، ةداقلاو نوريدJا هلعفي اميف ركفتو ةظحل فقوتت امدنعرسك متي ام ةداع ، لصاوتلا عطق متي امدنع ، يلاتلابو .ةمظنJا يف ةيرشبلا رصانعلا قيسنتل ةلواحم يف – لصاوتلا يفنوكت نأ نكمي .”ءاضوضلا” مساب اًبلاغ اهيلإ راشي يتلاو ، لصاوتلا مامأ ةيرشبلا زجاوحلا نم ديدعلا كانه .كلذك ةمظنJالمشتو ، ةيلخاد وأ ةيجراخ ءاضوضلا: ¥ Attitudes and valuesميقلاو فقاوJا¥ Lack of listening and attentionهابتنPاو عامتسPا ةلق¥ Sound level and environmentةئيبلاو توصلا ىوتسم¥ Poor message construction and semanticsاهتPPدو ةلاسرلا ءانب فعض¥ Perception difficultyكاردkا ةبوعص¥ Faulty transmissionئطاخلا لقنلا¥ Unclarified assumptionsةحضوJا ريغ تاضارتفPا¥ Absence of feedbackلعفلا دودر بايغ

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 11: Ethics and Public AdministrationÒAlways do right. This will gratifysome people and astonish the rest.Ó MARK TWAINAuthor; Satirist(1835Ð1910)

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥Administrative Ethics ¥Bureaucracy and Ethics ¥Formal Rules and Discretion

Public Administration: An Indispensable Part of Society | Ü#ÝWhat Are Ethics?Greek tradition, represented by teleological and deontological theories. telos, meaning Òresult,Ó teleologicaltheories stress the importance of maximizing what is Ògood.Ó Greek deon, meaning Òthat which is bindingÓstress motives and intentions, as opposed to the consequences, as the critical factor in making decisions.؟ق?خlا يه امديج” وه ام ميظعت ةيمهأ ىلع يئاغلا تايرظن دكؤت ، “ةجيتنلا”ينعت (زوليت) .ق?خlا ملعو ةيئاغلا تايرظنلا اهلثمت يتلا ، ةينانويلا ديلاقتلا”.(تارارقلا ذاختا يف مساحلا لماعلا هرابتعاب ، بقاوعلا سكع ىلع ، داهجkا اياونو عفاود “مزلم وه ام”ينعت ، ةينانويلا (نويد. Ethics, according to French and Granrose (1995), Òis a set of normative guidelines directed at resolvingconflicts of interest so as to enhance societal well beingÓزيزعت لجأ نم حلاصJا براضت لح ىلإ فدهت يتلا ةيرايعJا ةيهيجوتلا ئدابJا نم ةعومجم نع ةرابع”سورنارج و شنيرف ـل اًقفو ، تايق?خlاةيعمتجJا ةيهافرلا” Thompson (1985) provides a good definition of what constitutes administrative ethics.Administrative ethics emphasize :Ò(a) the rights and duties that individuals should respect when they act in ways that seriously affect the wellbeing of other individuals and society;and (b) the conditions that collective practices and policies should satisfy when they similarly affect the well-being of individuals and society. ةيرادkا تايق?خlا لكشي اJ اًديج ًافيرعت ، نوسبموث مدقي.ىلع ةيرادkا تايق?خlا دكؤت:”(؛عمتجJاو نيرخPا دارفlا هافر ىلع ًاريطخ ًاريثأت رثؤت قرطب نوفرصتي امدنع اهمارتحا دارفÖل يغبني يتلا تابجاولاو قوقحلا (أ(عمتجJاو دارفlا ةيهافر ىلع هباشم لكشب رثؤت امدنع ةيعامجلا تاسايسلاو تاسرامJا اهيبلت نأ يغبني يتلا طورشلا (ب.Administrative Ethicsةيرادkا تايق?خlا

Public Administration: An Indispensable Part of Society | Ü#ÝBureaucracy and Ethicsق?خlاو ةيطارقوريبلاThe mere mention of ÒbureaucracyÓ invokes images ranging from gross ineptitude and theinability to complete simple tasks to elitist public officials abusing their power. Even thoughbureaucracy is an essential part of any organization, none wants to be thought of asbureaucratic (Healy 1996). Conversations about bureaucracy often begin and end with comments from thewritings of the eminent sociologist Max Weber. Weber created the bureaucratic model, amodel characterized by formal rules and regulations, specialized roles, a hierarchicalstructure, and a clear chain of command. Central to bureaucracy is consistency in terms ofactions and be- haviors. According to Eugene Litwak (1961), within a bureaucracy anindividualÕs job position is based on merit (as opposed to nepotism); individual authority andresponsibility is dictated by an individualÕs job description; and there is clear separationbetween oneÕs personal life and oneÕs work life. ملظل ةطيسبلا ماهJا لامكإ ىلع ةردقلا مدعو ةميسجلا ةءافكلا مدع pب حوارتت ًاروص يعدتسي “ةيطارقوريبلا” ركذ درجم نإPإ ، ةمظنم يأ نم يساسأ ءزج يه ةيطارقوريبلا نأ نم مغرلا ىلع .مهتطلس مادختسا نوئيسي نيذلا pيمومعلا pلوؤسJا1996 يليه) يطارقوريب هنأ دقتعُي نأ ديري P اهنم ًايأ نأ). جذومنلا ربيو ركتبا .ربيو سكام زرابلا عامتجPا ملاع تاباتك نم تاقيلعتب يهتنتو ةيطارقوريبلا لوح تاثداحJا أدبت ام اًبلاغةدايقلا ةلسلسو ، ةيمرهلا ةينبلاو ، ةصصختJا راودlاو ، ةيمسرلا حئاوللاو دعاوقلاب زيمتي جذومن وهو ، يطارقوريبلاةفيظولا نإف ،كوتيل نقوي ـل اًقفو .تايكولسلاو لاعفlا ثيح نم قاستPا ةيطارقوريبلا يف ةيساسlا رومlا نم .ةحضاولافصولا ةيلوؤسJاو ةيدرفلا ةطلسلا يلمت ؛ (ةيبوسحJا سكع ىلع) ةرادجلا ىلع دمتعت ةيطارقوريبلا يف درفلل ةيفيظولاةينهJا هتايحو ةيصخشلا درفلا ةايح pب حضاو لصف كانهو ؛ درفلل يفيظولا.

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTION

Public Administration: An Indispensable Part of Society | Ü#Ý Ò A set of normative guidelines directed at resolving conflicts of interest so as to enhancesocietal well-being.Ó (Zinkham, etd. 2007) ¥Rights and Duties ¥Policies and PracticesAdministrative Ethics”ةيعمتجJا ةيهافرلا زيزعت لجأ نم حلاصJا براضت لح ىلإ فدهت يتلا ةيرايعJا ةيهيجوتلا ئدابJا نم ةعومجم.” تابجاولا و قوقحلا تاسرامJاو تاسايسلا

Public Administration: An Indispensable Part of Society | Ü#Ý

Public Administration: An Indispensable Part of Society | Ü#Ý ¥The Need for Administrative Ethics ¥Condoning Corruption ¥Combating CorruptionBureaucracy and Ethicsقlخ[او ةيطارقوريبلا ¥ةيرادkا ق?خlا ىلإ ةجاحلا ¥داسفلا لوبق ¥داسفلا ةحفاكم

Public Administration: An Indispensable Part of Society | Ü#ÝThe Need for Administrative EthicsOne of the most commonly agreed upon notions in the field of public administration is thatadministrators have numerous roles, or value sets, which are sources for the decisions theymake. For example, an administrator may concentrate quite appropriately on legal issues atone point, organizational issues at another, and personal interests at still another. Althoughthere is widespread agreement that these roles and their concomitant value sets exist, thatagreement quickly dissipates when one tries to identify and name which roles or value sets arecrucial for public administrators. ةيرادkا تايق?خlا ىلإ ةجاحلا يهو ،ميق تاعومجم وأ ةددعتم اًراودأ pلوؤسملل نأ يه ةماعلا ةرادkا لاجم يف اًعويش اهيلع قفتJا راكفlا رثكأ نم ةدحاوام ةلحرم يف ةينوناقلا لئاسJا ىلع اًمامت بسانم لكشب لوؤسJا زكري دق ، لاثJا ليبس ىلع .اهنوذختي يتلا تارارقلل رداصمىلع قاطنلا عساو قافتا دوجو نم مغرلا ىلع .رخآ ناكم يف ةيصخشلا حلاصJاو ، رخآ ناكم يف ةيميظنتلا ت?كشJاو ،نم يأ ةيمستو ديدحت درفلا لواحي امدنع ةعرسب ددبتت ةيقافتPا هذه نأ Pإ ، اهل ةبحاصJا ميقلا تاعومجمو راودlا هذه دوجوpيمومعلا pلوؤسملل ةمساحلا ميقلا تاعومجم وأ راودlا.

Public Administration: An Indispensable Part of Society | Ü#ÝCondoning Corruptionداسفلا نع يضاغتلا Citizens frustrated with public bureaucracies are inclined, at times, to take out thesefrustrations by using subtle, but nevertheless illicit, strategies. As customers of government,citizens often savor mistakes in their favor, such as a failure to bill for goods or to stop checksto deceased relatives. مادختساب تاطابحkا هذه نم صلختلا ىلإ ، نايحlا ضعب يف ، ةماعلا ةيطارقوريبلا نم نوطبحJا نونطاوJا ليميلشفلا لثم ، مهحلاصل ءاطخlا نونطاوJا قوذتي ام ًابلاغ ، ةموكحلل نئابزك .ةعورشم ريغ كلذ عم نكلو ، ةيفخ تايجيتارتساpفوتJا براقÖل تاكيشلا فاقيإ وأ علسلل ةروتاف رادصإ يف. Combating Corruptionداسفلا ةحفاكم Petty theft is a by product of petty bureaucrats. Almost everyone is ÒguiltyÓ of taking home afew folders or making a few personal calls. Public bureaucracies would be depopulated if thatwere cause for dismissal. ضعب ءارجإ وأ لزنJا ىلإ تادلجم ةدع ذخأب “نوبنذم” ابيرقت عيمجلا .pهفاتلا pيطارقوريبلا جاتن يه ههفاتلا ةقرسلالصفلل اًببس كلذ ناك اذإ ةماعلا ةيطارقوريبلا رجه متيس .ةيصخشلا تاJاكJا.

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISEAfter reading each scenario, indicate if the employee was actingethically or unethically.Employee Conduct: Ethical or Unethical?(Exercise 11.2)؟يقlخأ ريغ مأ يقlخأ :فظو,ا كولس يق?خأ ريغ وأ يق?خأ لكشب فرصتي فظوJا ناك اذإ ام حضو ، ويرانيس لك ةءارق دعب.

Public Administration: An Indispensable Part of Society | Ü#Ý ¥The Fourteen Principles of Ethical Conduct for Federal Employees ¥Leading by ExampleFormal Rules and DiscretionÒIt is na•ve to believe that ethic rules will prevent an administration from using its bureaucratic power to favor special interests that support its public policy and political agendas.Ó ROBERT ROBERTSProfessor; Authorريدقتلاو ةيمسرلا دعاوقلا “اهتطلس مادختسا نم ةرادkا عنمتس ق?خlا دعاوق نأب داقتعPا ةجاذسلا نملوادجو ةماعلا اهتسايس معدت يتلا ةصاخلا حلاصJا حلاصل ةيطارقوريبلاةيسايسلا اهلامعأ.”ستربور تربورفلؤم ؛ىعماج روتكد¥pيلارديفلا pفظوملل يق?خlا كولسلل رشع ةعبرlا ئدابJا ¥ةودقلاب ةدايقلا

Public Administration: An Indispensable Part of Society | Ü#ÝFourteen Principles of Ethical Conduct for Federal Employeespيلاردفلا pفظوملل يق?خlا كولسلل أدبم رشع ةعبرأ(1)Public service is a public trust, requiring employees to place loyalty to the Constitution, the lawsand ethical principles above private gain.(1) ةصاخلا بساكJا قوف ةيق?خlا ئدابJاو pناوقلاو روتسدلل ءPولا عضو pفظوJا نم بلطتت ، ةماع ةنامأ يه ةماعلا ةمدخلا. (2) Employees shall not hold financial interests that conflict with the conscientious performance of duty. (2) بجاولل يريمضلا ءادlا عم ضراعتت ةيلام حلاصمب ظافتحPا pفظوملل زوجي P. (3) Employees shall not engage in financial transactions using nonpublic Government information orallow the improper use of such information to further any private interest. (3) هذهل حيحصلا ريغ مادختسPاب حامسلا وأ ةماعلاريغ ةيموكحلا تامولعJا مادختساب ةيلام ت?ماعم يف لوخدلا pفظوملل زوجي Pةصاخ ةحلصم يأ زيزعتل تامولعJا. (4) An employee shall not, except as permitted by the Standards of Ethical Conduct, solicit or accept anygift or other item of monetary value from any person or entity seeking official action, doing business with,or conducting activities regulated by the employeeÕs agency, or whose interests may be substantiallyaffected by the performance or nonperformance of the employeeÕs duties. (4) يأ نم ةيدقن ةميق يذ رصنع يأ وأ ةيده يأ لوبق وأ سامتلا ، يق?خlا كولسلا ريياعم هب حمست ام ءانثتساب ، فظوملل زوجي Pرثأتت دق يتلا وأ ،فظوJا ةلاكو ل?خ نم ةمظنم ةطشنأب مايقلا وأ ةيراجت ةطشنأ ةسرامم وأ يمسر ءارجإ ذاختP ىعسي نايك وأ صخشفظوJا تابجاو ءادأ مدع وأ ءادأ نم ريبك لكشب اهحلاصم.

Public Administration: An Indispensable Part of Society | Ü#Ý(5) Employees shall put forth honest effort in the performance of their duties.(5) مهتابجاو ءادأ يف قداص دهج لذب pفظوJا ىلع بجي. (6) Employees shall not knowingly make unauthorized commitments or promises of any kindpurporting to bind the Government. (6) ةموكحلا مازلإ معزي عون يأ نم دصق نع اهب حرصم ريغ دوعو وأ تامازتلا ميدقت pفظوملل زوجي P. (7) Employees shall not use public office for private gain.(7) ةصاخ بساكم قيقحتل ةماعلا بصانJا مادختسا pفظوملل زوجي P. (8) Employees shall act impartially and not give preferential treatment to any private organization orindividual.(8) درف وأ ةصاخ ةسسؤم يl ةيليضفت ةلماعم حنم مدعو ةيدايحب فرصتلا pفظوJا ىلع بجي. (9) Employees shall protect and conserve Federal property and shall not use it for other thanauthorized activities.(9) اهب حرصJا ةطشنlا ريغ يف اهنومدختسي Pو ، اهنوظفحيو ةيداحتPا تاكلتمJا ةيامح pفظوJا ىلع بجي. (10) Employees shall not engage in outside employment or activities, including seeking or negotiatingfor employment, that conflict with official Government duties and responsibilities. (10) عم ضراعتي يذلا ، هنأشب ضوافتلا وأ لمع نع ثحبلا كلذ يف امب ، ةيجراخ ةطشنأ وأ لمع يف طارخنPا pفظوملل زوجي Pةيمسرلا ةموكحلا تايلوؤسمو تابجاو.

Public Administration: An Indispensable Part of Society | Ü#Ý (11) Employees shall disclose waste, fraud, abuse, and corruption to appropriate authorities.(11) ةصتخJا تاطلسلا ىلإ داسفلاو ةءاسkاو لايتحPاو ردهلا نع حاصفkا pفظوJا ىلع بجي. (12) Employees shall satisfy in good faith their obligations as citizens, including all financial obligations,especially those such as Federal, State, or local taxes that are imposed by law. (12) نوناقلا بجومب ضرفت يتلا كلت اميس P ، ةيلاJا تامازتلPا عيمج كلذ يف امب ، pنطاومك مهتامازتلاب ةين نسحب نوفظوJا يفي نأ بجيةيلحJا وأ ةيموكحلا وأ ةيداحتPا بئارضلا ىلع. (13) Employees shall adhere to all laws and regulations that provide equal opportunity for all Americansregardless of race, color, religion, sex, national origin, age, or handicap. (13) وأ سنجلا وأ نيدلا وأ نوللا وأ قرعلا نع رظنلا ضغب pيكريمlا عيمجل صرفلا ؤفاكت رفوت يتلا حئاوللاو pناوقلا عيمجب نوفظوJا مزتليةقاعkا وأ نسلا وأ يموقلا لصlا. (14) Employees shall endeavor to avoid any actions creating the appearance that they are violating the lawor the ethical standards set forth in the Standards of Ethical Conduct. Whether particular circumstancescreate an appearance that the law or these standards have been violated shall be determined from theperspective of a reasonable person with knowledge of the relevant facts. (14) كولسلا ريياعم يف اهيلع صوصنJا ةيق?خlا ريياعJا وأ نوناقلا نوكهتني مهنأ روهظ ىلإ يدؤت تافرصت يأ بنجت ىلإ نوفظوJا ىعسيةيارد ىلع لوؤسم صخش روظنم نم ريياعJا هذه وأ نوناقلا كهتني اًرهظم قلخت ةنيعم فورظ كانه تناك اذإ ام ديدحت بجي .يق?خlاةلصلا تاذ قئاقحلاب.

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISELearn where you fall on the values/ethics continuum.Your Values and Ethics(Exercise 11.3)كقlخأو كميق ق?خlا / ميقلا ةلسلس يف عقت نيأ ملعت.

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥Defining Ethics ¥Valuing Ethics ¥Accountability Preparation for next class: Read Chapter 12Ethics and Public Administrationةماعلا ةرادEاو قlخ[ا ¥ق?خlا فيرعت ¥ق?خlا pمثت ¥ةيلوئسم

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 12: Technology andPublic AdministrationÒThe new information technologyÐInternetand e-mailÐhave practically eliminatedthe physical costs of communications.Ó PETER DRUCKEREconomist; Management Guru; Author(1909Ð2005)

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥High Tech Government ¥Technology Organization ¥Security ¥Knowledge Management ¥Innovation Ð Trends

Public Administration: An Indispensable Part of Society | Ü#ÝHigh Tech Governmentةيلاعلا ةموكحلا ايجولونكتUnderstanding how technology is organized within government is important because whatwere once considered stand alone systems are converging or being consolidated intoshared databases and support systems. Every new and legacy government program orsystem entails some form of technology infrastructure and support. In the past, publicmanagers were mostly beholden to technology support managers and did not need to knowmuch more than how to operate their subordinates. They inspire by conveying highexpectations. The transformational leader inspires intellectually by being creative andinnovative and also by encouraging their subordinates to be the same way. اهجمد متي وأ براقتت اهتاذب ةمئاق ةمظنأ ةرم تاذ ربتعُي ناك ام نl ةموكحلا لخاد ايجولونكتلا ميظنت ةيفيك مهف مهJا نمةيتحتلا ةينبلا لاكشأ ضعب ثروي ثورومو ديدج يموكح ماظن وأ جمانرب لك .ةكرتشم معد ةمظنأو تانايب دعاوق يفةفرعم ىلإ اوجاتحي ملو يجولونكتلا معدلا يريدJ pنيدم pيمومعلا نيريدJا مظعم ناك ، يضاJا يف .معدلاو ةيجولونكتلاهنوك ل?خ نم اًيركف مهلي يليوحتلا دئاقلا .ةيلاع تاعقوت لقن قيرط نع مهلت اهنأ .مهيسوؤرم ةرادإ ةيفيك نم ريثكب رثكأةقيرطلا سفنب اونوكي نأ ىلع هيسوؤرم عيجشت ل?خ نم اًضيأو ًاركتبمو اًعدبم.

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTIONThe Benefits of Technology ÒThe number one benefit of information technology is that itempowers people to do what they want to do. It lets people becreative. It lets people be productive. It lets people learn things they didnÕt think they could learn before, and so in a sense it is all aboutpotential.Ó “نأ سانلل حيتي هنإ .هب مايقلا نوديري امب مايقلا نم سانلا نكمت اهنأ يه تامولعJا ايجولونكتل ىلوlا ةزيJانأ نكمي اهنأ نودقتعي P يتلا ءايشlا ملعت سانلل حيتت اهنإ .pجتنم اونوكي نأ سانلل حيتت اهنإ .pعدبم اونوكيتاناكمkاب قلعتت اهنأ ىنعمب كلذو ، لبق نم اهملعتت. ” STEVE BALLMERCEO, Microsoftايجولونكتلا ةدئاف

Public Administration: An Indispensable Part of Society | Ü#Ý ¥$71 B Ð Federal ¥$52.8 B Ð State and LocalHigh Tech GovernmentThe Investment:

Public Administration: An Indispensable Part of Society | Ü#Ý

Public Administration: An Indispensable Part of Society | Ü#Ý

Public Administration: An Indispensable Part of Society | Ü#Ý ¥Chief Information Officer ¥Chief Technology Officer ¥Security ¥ManagementTech Organizationةينقتلا ةمظنم ¥تامولعJا بتكم سيئر ¥ايجولونكتلل يذيفنتلا سيئرلا ¥نامlا ¥ةرادإ

Public Administration: An Indispensable Part of Society | Ü#ÝEvery federal agency has a chief information officer (CIO) and often a chief technology officer (CTO)responsible for coordinating secure and uniform technology systems. To help coordinate the technologyapplications across federal agencies and departments, the Chief Information Officers Council wasestablished. The CIO Council was created by Congress via the E-Government Act of 2002, and it is thechief interagency vehicle for enhancing practices in the development, improvement, utilization, sharing, andperformance of federal information resources. The CIO Council recommends IT management policies;identifies opportunities for information sharing; and evaluates the governmentÕs IT workforce needs. Thecouncil is now headed by the CIO for the federal government a position that resides in the administrationÕsOffice of Management and Budget (OMB). Technology related roles and responsibilities for cities andcounties is an evolving responsibility. Local governments only recently began to consider such titles as CIOor CTO. Traditionally, the person mainly responsibility for technology might be called director of technology,or director of the office of information and technology. Typically, a CIO leads, manages, coordinates, andintegrates all applications related to communication and information technology. The CIO is responsible forthe entire enterprise. ةنمآ ايجولونكت ةمظنأ قيسنت نع ًPوؤسم يسيئر ايجولونكتلا لوؤسم نوكي ام ًاريثكو يسيئر تامولعم لوؤسم ةيلارديف ةلاكو لك ىدل دجويسلجم ءاشنإ مت .تامولعJا ءاسؤر سلجم ءاشنإ مت ، ةيلارديفلا تارادkاو تPاكولا ربع ةيجولونكتلا تاقيبطتلا قيسنت يف ةدعاسملل .ةدحوموتاسرامJا زيزعتل تPاكولا pب ةكرتشJا ةيسيئرلا ةادlا وهو ، 2002 ماعل ةينورتكلkا ةموكحلا نوناق بجومب سرغنوكلا ةطساوب تامولعJا ءاسؤرايجولونكت ةرادإ تاسايسب تامولعJا ءاسؤر سلجم يصوي .اهئادأو اهتكراشمو اهمادختساو اهنيسحتو ةيلارديفلا تامولعJا دراوم ريوطت يفسيئر نöا سلجJا سأري .تامولعJا ايجولونكت لاجم يف ةلماعلا ىوقلا نم ةموكحلا تاجايتحا مييقتو ؛ تامولعJا لدابت صرف ددحي ؛ تامولعJاندملل ايجولونكتلاب ةلصلا تاذ تايلوؤسJاو راودlا ةرادkاب ةينازيJاو ةرادkا بتكم يف دجاوتي بصنم وهو ةيلارديفلا ةموكحلا يف تامولعJا مسقىمسي نأ نكمي ، ايديلقت .وا يت يس وأ وا آ يس لثم نيوانع يف ريكفتلا يف اًرخؤم ةيلحJا تاموكحلا تأدب .ةروطتم ةيلوؤسم يه تاعطاقJاوةدايقب يسيئرلا تامولعم لوؤسم موقي ، ًةداع .ايجولونكتلاو تامولعJا بتكم ريدم وأ ايجولونكتلا ريدم ةفصب ايجولونكتلا نع لوؤسJا صخشلاهلمكأب عورشJا نع لوؤسJا وه تامولعJا ريدم .تامولعJاو تPاصتPا ايجولونكتب ةقلعتJا تاقيبطتلا عيمج جمدو قيسنتو ةرادإوTechnology Organizationايجولونكتلا ةمظنم

Public Administration: An Indispensable Part of Society | Ü#ÝةيPولا ةموكح فئاظو نم ةنيع

Public Administration: An Indispensable Part of Society | Ü#Ý Knowledge Management Ð E-Governance

Public Administration: An Indispensable Part of Society | Ü#ÝOne area that is gaining attention in the information technology arena is knowledgemanagement. Knowledge management involves either basic internal administrativeprocedures or more comprehensive, enterprise wide policies and procedures. What happensto a departing employeeÕs voice mail account, e-mail records, personal office file the IT staffmust rely on program staff to manage content. Ideally, institutional records and legaldocuments should be indexed and stored by those closest to the substance and origin of thedata. Knowledge management also involves creating and maintaining a sharing and learningenvironment. تاءارجإ امإ ةفرعJا ةرادإ نمضتت .ةفرعJا ةرادإ وه تامولعJا ايجولونكت لاجم يف مامتهPا بستكت يتلا تPاجJا دحأ، رداغJا فظوملل يتوصلا ديربلا باسحل ثدحي ام .ةسسؤملل ًPومش رثكأ تاءارجإو تاسايس وأ ةيساسأ ةيلخاد ةيرادإجمانربلا يفظوم ىلع تامولعJا ةينقت وفظوم هيلع دمتعي نأ بجي يذلا يصخشلا بتكJا فلمو ، ينورتكلkا ديربلا ت?جسوىلإ ءPؤه برقأ ةطساوب اهنيزختو ةينوناقلا قئاثولاو ةيسسؤJا ت?جسلا ةسرهف يغبني ، ةيلاثJا ةيحانلا نم .ىوتحJا ةرادkملعتو ةكراشم ةئيب ىلع ظافحلاو ءاشنإ اًضيأ ةفرعJا ةرادإ نمضتت .اهلصأو تانايبلا رهوج.Knowledge ManagementةفرعJا ةرادإ

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISEExperience firsthand how technology can be utilized to improveefficiency and effectiveness in public administration.SimProcess: Modeling and Simulations(Exercise 12.1)SimProcess : ةاكاح,او ةجذمنلا ةماعلا ةرادkا يف ةيلاعفلاو ةءافكلا pسحتل ايجولونكتلا مادختسا ةيفيك يف ةرشابم ةبرجت.

Public Administration: An Indispensable Part of Society | Ü#ÝThere are three broad trends facing public managers at all levels of government:ةموكحلا تايوتسم عيمج ىلع pيمومعلا نيريدJا هجاوت ةعساو تاهاجتا ةث?ث كانه:1.Governance regionalism/shared services as a necessity, not a luxury. State and local government arefacing economic pressures to do more with less and technology spending is no exception. The need forgreater cost benefit justification plans and better performance-measurement criteria and reporting hasgrown significantly.1. Pو – لقأب ديزJاب مايقلل ةيداصتقا اًطوغض ةيلحJا تاموكحلاو ةيPولا ةموكح هجاوت .ًافرت سيلو ةرورضك ةكرتشJا تامدخلا / ةيميلقkا ةمكوحلاريبك لكشب ريراقتلا دادعإو ءادlا سايقل لضفأ ريياعمو ةفلكتلا دئاوفل ةرربم ططخ ىلإ ةجاحلا تدادزا .ًءانثتسا ايجولونكتلا ىلع قافنkا لثمي. 2. Broadband deployment mobility and applications.broadband as an always on Internet connection either wired or wire less that supports many bandwidthintensive programs such as large downloads, basic video conferencing, music and video downloads, and otherpopular applications.2. تاقيبطتلاو لقنتلا ضيرعلا قاطنلا رشن.ةريبكلا ت?يزنتلا لثم فثكJا يددرتلا قاطنلا تاذ جماربلا نم ديدعلا معدي ًايكلسP وأ اًيكلس ناك ءاوس تنرتنkاب مئاد لاصتاك ضيرعلا قاطنلاىرخlا ةعئاشلا تاقيبطتلاو ويديفلاو ىقيسوJا ت?يزنتو ةيساسlا ويديفلا تارمتؤمو. 3. Social networking (Web 2.0) beyond e-governmentincreasing citizen participation in government. Web 2.0 refers to Òsecond generationÓ Internet basedapplications and it promises a much higher level of participation through greater public interface 3. ةينورتكلkا ةموكحلا جراخ (2.0 بيولا) ةيعامتجPا تاكبشلاةكراشJا نم ريثكب ىلعأ ىوتسمب دعيو تنرتنkا ىلإ ةدنتسJا “يناثلا ليجلا” تاقيبطت ىلإ 2.0 بيولا ريشي .ةموكحلا يف pنطاوJا ةكراشم ةدايزربكأ ةماع ةهجاو ل?خ نم

Public Administration: An Indispensable Part of Society | Ü#Ýinformation and communications technologies (ICTs) that enhance the responsiveness, effectiveness, andefficiency of government entities endeavoring to provide better services to citizens. Advanced e-government websites allow users to:¥ Pay utilities (e.g., tap water, sewage, gas, electricity)¥ File or pay taxes¥ Apply for permits (or register) and track the status of permits online¥ Apply for licenses¥ Look up property assessments¥ Access searchable databases¥ File service complaints¥ Customize the main homepage based on usersÕ interests or needs pنطاوملل لضفأ تامدخ ميدقت ىلإ ىعست يتلا ةيموكحلا تانايكلا ةءافكو ةيلاعفو ةباجتسا ززعت يتلا تPاصتPاو تامولعJا ايجولونكت. pمدختسملل ةمدقتJا ةينورتكلkا ةموكحلا عقاوم حيتت:¥ ءابرهكلاو زاغلاو يحصلا فرصلا هايمو روبنصلا هايم لثم) عفدلا قفارم)¥ بئارضلا عفد وأ فلم¥ تنرتنkا ربع حيراصتلا ةلاح عبتتو (ليجستلا وأ) حيراصت ىلع لوصحلل بلطب مدقتلا¥ صيخارتلا ىلع لوصحلل بلط¥ تاكلتمJا تامييقت نع ثحبلا¥ ثحبلل ةلباقلا تانايبلا دعاوق ىلإ لوصولا¥ تافلJا ةمدخ ىواكش¥ pمدختسJا تاجايتحا وأ تامامتها ىلع ًءانب ةيساسPا ةيسيئرلا ةحفصلا صيصختThe Internet and ICTsتPاصتPاو تامولعJا ايجولونكتو تنرتنkا

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥Definition ¥Organization Ð Accountability Ð Management ¥E-Governance Preparation for next class: Read Chapter 13Technology and Public Administrationةماعلا ةرادEاو ايجولونكتلا ¥فيرعت ¥ةرادkا – ةلءاسJا – ميظنتلا ¥ةينورتكلkا ةموكحلا

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 13: Public Serviceand Popular CultureÒService is the rent we pay to the living.It is the very purpose of life and notsomething you do in your spare time.Ó MARIAN WRIGHT EDELMANAttorney; Activist; Founder, ChildrenÕs Defense Fund

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥Public Servants ¥The Value of Community Service ¥Networks and Professional Associations

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTIONWhat is Public Service?

Public Administration: An Indispensable Part of Society | Ü#Ý ¥The Stereotypes¥The Real Public Servant¥Who Are Your Role Models?Public ServantsÒIt is a grand mistake to think of being great without goodness and Ipronounce it as certain that there was never a truly great man thatwas not at the same time truly virtuous.Ó BENJAMIN FRANKLINAmerican Statesman; Ambassador; Patriot”مل اقح ميظع لجر كانه نكي مل هنأ دكؤأ انأو ح?ص نودب اميظع نوكت نأ يف ركفت نأ حداف أطخل هنإاقح ?ضاف تقولا سفن يف نكي.” pلكنارف pماجنبتويرتاب ؛ريفس يكيرمأ ةلود لجرةماعلا ةمدخلا وفظوم¥ةيطمنلا بلاوقلا¥يقيقحلا ماعلا فظوJا¥؟كتودق وه نم

Public Administration: An Indispensable Part of Society | Ü#ÝThe Image of the Public Servant ماعلا ةمدخلا فظوم ةروص Public service embodies the ethical principles of the common good service to others andsocial equity. Public service is important because the essential purposes of our society arecarried out largely in the public sphere: public education, public health, justice and security,environmental protection, museums, universities, etc. Many organizations profit and nonprofitare governmentÕs partners in building our necessary infrastructure, as well as developing andapplying our emerging technologies. A strong public service ethic is, then, a common threadthat spans a wide spectrum of disciplines and sectors, ranging from government to the not forprofit and for profit sectors. نl ةمهم ةماعلا ةمدخلا .ةيعامتجPا ةلادعلاو نيرخ¶ل ةكرتشJا ةديجلا ةمدخلل ةيق?خlا ئدابJا ةماعلا ةمدخلا ةروص دسجت، نمlاو ةلادعلا ، ةماعلا ةحصلا ، ماعلا ميلعتلا :ماعلا لاجJا يف ريبك دح ىلإ اهذيفنت متي انعمتجJ ةيساسlا ضارغlاةينبلا ءانب يف نويموكح ءاكرش مه ةيحبرلا ريغو ةيحبرلا تامظنJا نم ديدعلا .خلإ ، تاعماجلا ، فحاتJا ، ةئيبلا ةيامحكرتشJا طيخلا يه ةيوقلا ةماعلا ةمدخلا تايق?خأ نإف ، نذإ .انيدل ةئشانلا تاينقتلا قيبطتو ريوطت كلذكو ، ةمز?لا ةيتحتلاةيحبرلاو ةيحبرلا ريغ تاعاطقلا ىلإ ةموكحلا نم اًءدب ، تاعاطقلاو تاصصختلا نم عساو قاطن ىلع دتمي يذلا.

Public Administration: An Indispensable Part of Society | Ü#ÝIN-CLASS EXERCISE¥Why is public service important? ¥How can you contribute?A Career in Public Service(Exercise 13.1)ةماعلا ةمدخلا يف ةنهم ¥؟ةمهم ةماعلا ةمدخلا اذاJ ¥؟ةمهاسJا كنكمي فيك

Public Administration: An Indispensable Part of Society | Ü#Ý Young People and Public Service

Public Administration: An Indispensable Part of Society | Ü#Ý ¥ASPA ¥Alliance 4 Public Service ¥ICMA ¥Affinity GroupsNetworks and Professional Developmentينه,ا ريوطتلاو تاكبشلا ¥ةماعلا ةرادïل ةيكيرمlا ةيعمجلا ¥ةماعلا ةمدخلل 4 فلاحت ¥ةرادkا ةيعمج ¥براقتلا تاعومجم

Public Administration: An Indispensable Part of Society | Ü#ÝASPA is one of the broadest-serving organizations in the field of public administration. With some9,000 members, ASPA provides services to practitioners, scholars, educators, and students inboth government and the nonprofit sectors. ASPA is the leading public service organization that: مدقت ، وضع 9000 يلاوح عم .ةماعلا ةرادkا لاجم يف ةلماعلا تامظنJا ربكأ نم ةدحاو ةماعلا ةراد?ل ةيكيرمPا ةيعمجلا دعتأ .ةيحبرلا ريغو ةيموكحلا تاعاطقلا نم لك يف ب?طلاو pملعJاو pثحابلاو pسرامملل تامدخ ةماعلا ةراد?ل ةيكيرمPا ةيعمجلايتلا ةدئارلا ةماعلا ةمدخلا ةسسؤم يه أ ب س: ¥ Advances the art, science, teaching, and practice of public and non-profit administration¥ Promotes the value of joining and elevating the public service profession¥ Builds bridges among all who pursue public purposes¥ Provides networking and professional development opportunities to those committed to publicservice values¥ Achieves innovative solutions to the challenges of governance. ¥ ةيحبرلا ريغو ةماعلا ةرادkا ةسراممو سيردتلاو مولعلاو نفلا نسحت¥ ةماعلا ةمدخلا ةنهم عفرو مامضنPا ةميق ززعت¥ ةماعلا ضارغÖل نوعسي نيذلا عيمج pب روسجلا ينبت¥ ةماعلا ةمدخلا ميقب pمزتلJا كئلوl ينهJا ريوطتلاو لصاوتلا صرف رفوت¥ مكحلا تايدحتل ةركتبم لولح قيقحت.American Society for Public Administration (ASPA)ةماعلا ةرادïل ةيكيرمlا ةيعمجلا

Public Administration: An Indispensable Part of Society | Ü#ÝAlliance 4 Public Serviceةماعلا ةمدخلل 4 تافلاحتلاis a network that aims to engage a broad range of citizens, public interest organizations, governments, and not-for-profit service providers in the active promotion of public service and personal responsibility at the locallevel. Through the alliance, individuals can learn how to make a difference through public service and receiveinformation about career and volunteer opportunities, grants currently available, and conferences andmeetings. The activities of the Alliance 4 Public Service include: طشنلا جيورتلا يف ةيحبرلا تامدخلا يمدقمو تاموكحلاو ةماعلا ةحلصJا تامظنمو pنطاوJا نم ةعساو ةعومجم كارشإ ىلإ فدهت ةكبش نع ةرابعةماعلا ةمدخلا ل?خ نم رييغت ثادحإ ةيفيك ملعت دارفÖل نكمي ، فلاحتلا ل?خ نم .يلحJا ىوتسJا ىلع ةيصخشلا ةيلوؤسJاو ةماعلا ةمدخلل يلي ام ةماعلا تامدخلل 4 تافلاحتلا ةطشنأ لمشت .تاعامتجPاو تارمتؤJاو اًيلاح ةحاتJا حنJاو ، عوطتلاو لمعلا صرف لوح تامولعJا يقلتو: 1.Collaboration on issues concerning the quality of life of the public and the civic society2.Capacity-building programs to facilitate the education and ongoing professional development of currentand future leaders in public service3.Communications networks between individuals involved in providing and promoting civic engagement4.Advocacy of public service through media channels, print, and online publications, conferencepresentations, and other opportunities5.Partnerships with organizations that are building capacities for civic engagement. 6.يندJا عمتجJاو ةماعلا ةايح ةيعونب ةقلعتJا اياضقلا يف نواعتلا7.ةماعلا ةمدخلا يف pيلبقتسJاو pيلاحلا ةداقلل رمتسJا ينهJا ريوطتلاو ميلعتلا ليهستل تاردقلا ءانب جمارب8.ةيندJا ةكراشJا زيزعتو ريفوت يف pكراشJا دارفlا pب تPاصتPا تاكبش9.صرفلا نم اهريغو ، تارمتؤJا ضورعو ، تنرتنkا ىلع تاروشنJاو ، تاعوبطJاو ، ةيم?عkا تاونقلا ل?خ نم ةماعلا ةمدخلل ةوعدلا10.ةيندJا ةكراشملل تاردق ينبت يتلا تامظنJا عم تاكارش.

Public Administration: An Indispensable Part of Society | Ü#ÝManagement Association (ICMA) ةرادkا ةيعمج ICMA is a nonprofit organization offering services to over 9,000 managers across the world.ICMAÕs Òmission is to create excellence in local governance by developing and fosteringprofessional local government management worldwide.Ó ICMA offers a number of professionalservices, including publications, opportunities for professional development, and conferencesthroughout the year. Their network of managers is highly professional and offers a strongresource for other members to access. يف زيمتلا قلخ يف أ م يس آ ةمهم لثمتت” .ملاعلا ءاحنأ عيمج يف ريدم 9000 نم رثكl تامدخ مدقت ةيحبر ريغ ةمظنم يهنم اًددع أ م يس آ مدقت “.ملاعلا ءاحنأ عيمج يف ةيفارتحPا ةيلحJا ةيموكحلا ةرادkا زيزعتو ريوطت ل?خ نم يلحJا مكحلارفوتو ةياغلل ةفرتحم مهيريدم ةكبش .ماعلا رادم ىلع تارمتؤJاو ينهJا ريوطتلا صرفو تاروشنJا كلذ يف امب ، ةينهJا تامدخلااهيلإ لوصولل نيرخöا ءاضعÖل ًايوق ًادروم.

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥What is Public Service? ¥Who are Public Servants? ¥How do you grow Community Service Commitment? Preparation for next class: Read Chapter 14Public Service and Popular Cultureةيبعشلا ةفاقثلاو ةماعلا ةمدخلا ¥؟ةماعلا ةمدخلا يه ام ¥؟ةماعلا ةمدخلا وفظوم مه نم ¥؟عمتجJا ةمدخب مازتلPا ومني فيك

Public Administration: An Indispensable Part of Society | Ü#Ýمهم فيرعتPolk County: كلوب ةعطاقم Among the several strategic initiatives it identified as critical to the organizationÕs success, oneinitiative a renewed commitment to excellence in customer service, both internal and externalidentified three challenges: 1.Develop a high-performing workforce that delivers top-quality customer service2.Engender a commitment to excellence within that workforce3.Foster a culture that recognizes that achieving these objectives is the key toorganizational excellence. ددجتJا مازتلPا يه تاردابJا ىدحإ ، ةسسؤJا حاجنل ةيرورض اهنأ ىلع اهتددح يتلا ةديدعلا ةيجيتارتسkا تاردابJا pب نمتايدحت ث?ث تددح ةيجراخلاو ةيلخادلا نيديعصلا ىلعو ، ء?معلا ةمدخ يف زيمتلاب : 4.ةدوجلا ةيلاع ء?مع ةمدخ مدقت ءادlا ةيلاع ةلماع ةوق ريوطت5.ةلماعلا ىوقلا كلت لخاد زيمتلاب مازتلا ديلوت6.يسسؤJا زيمتلا حاتفم وه فادهlا هذه قيقحت نأ كردت ةفاقث زيزعت.

Public Administration: An Indispensable Part of Society | Ü#Ý Ch 14: The Future ofPublic AdministrationÒThe future is not fixed, itÕs fluidÉItÕs waiting for you to hammer it into shape.Ó BONOMusician; Activist

Public Administration: An Indispensable Part of Society | Ü#ÝOVERVIEW¥Review Last Class Ð Key Topics ¥Create Your Own City Ð Class Exercise ¥The Evolution of PA ¥Networks ¥Performance Management ¥Citizen Participation ¥Globalization

Public Administration: An Indispensable Part of Society | Ü#ÝINTRODUCTIONBuild a city and explain your choices on placement of roads,homes, green spaces, medical facilities, schools, and shops.City Creator (Simulation)(Exercise 14.1)ةاكاحم) ئشن,ا ةنيدم) ةيبطلا قفارJاو ءارضخلا تاحاسJاو لزانJاو قرطلا عضوب قلعتي اميف كتارايخ حرشاو ةنيدم ءانبب مقرجاتJاو سرادJاو.

Public Administration: An Indispensable Part of Society | Ü#Ý The Evolution of Public AdministrationÒNever doubt that a small group of thoughtfulcommitted citizens can change the world;indeed, itÕs the only thing that ever has.Ó MARGARET MEADCultural Anthropologistةماعلا ةرادkا روطت”ملاعلا رييغت مهنكمي نيركفJا pمزتلJا pنطاوJا نم ةريغص ةعومجم نأ يف اًدبأ كشت Pق?طkا ىلع هكلتمي يذلا ديحولا ءيشلا هنإ ، عقاولا يف ؛ “. ديم تيرغرامةيفاقثلا ايجولوبورثنlا ملاع

Public Administration: An Indispensable Part of Society | Ü#ÝThe very structure of government has changed. Rather than simply understanding the bureaucratic structure, wemust also grasp the concept of governance networks as structures that incorporate multiple partners in thedelivery of public services. This structure operates via horizontal relationships rather than a vertical, hierarchicalchain of command. Consequently, processes of top-down control and accountability from agency leadership allthe way to street level bureaucrats are diminishing. This shift creates ambiguity in the accountability structure thatwas so firmly entrenched within the traditional bureaucratic framework. The development of new modes of controland coordination are designed to ensure that public agencies are run responsibly. Results based accountabilityplaces an emphasis on the outcome of government services rather than the processes utilized to reach thatoutcome. Performance measurement is often identified as a tool with which to achieve results basedaccountability. Accountability may be achieved through citizen participation and government transparency.Advocates of citizen participation believe that citizens need to take a more active role in the day-to-day activitiesof government. Such participation creates a more representative form of government and develops a strongrelationship between government and its citizens. Government transparency and accessibility go hand in hand.Are agencies accessible to the average citizen? If so, then they are most likely committed to accountability aswell. E-governance or government information and services delivered via websites also provides access togovernment in ways that were previously unavailable. Those capabilities are growing very rapidly. يف نيددعتم ءاكرش جمدت تائيهك مكحلا تاكبش موهفم مهفن نأ اًضيأ انيلع بجي ، يطارقوريبلا لكيهلا مهف درجم نم ًPدب .هتاذ ةموكحلا لكيه ريغت دقلىلإ ىلعأ نم ةرطيسلا تايلمع نإف ، يلاتلابو .ةدايقلل يدومعلا يمرهلا لسلستلا نم ًPدب ةيقفlا تاق?علا ربع ةينبلا هذه لمعت .ةماعلا تامدخلا ميدقتلكيه يف ضومغلا قلخي لوحتلا اذه .صقانتلا يف ةذخآ عراشلا ىوتسم ىلع pيطارقوريبلا ىلإ قيرطلا لوط ىلع ةلاكولا ةدايق نم ةلءاسJاو لفسأةقيرطب ةماعلا تPاكولا ةرادإ نامضل قيسنتلاو مكحتلل ةديدج بيلاسأ ميمصت مت .يديلقتلا يطارقوريبلا راطkا لخاد مزحب هخيسرت مت يذلا ةلءاسJاديدحت متي ام اًبلاغ .ةجيتنلا هذه ىلإ لوصولل ةمدختسJا تايلمعلا نم ًPدب ةيموكحلا تامدخلا جئاتن ىلع جئاتنلا ىلإ ةدنتسJا ةلءاسJا ددشت .ةلوؤسمنع نوعفادJا دقتعي .ةموكحلا ةيفافشو pنطاوJا ةكراشم ل?خ نم ةلءاسJا قيقحت نكمي .جئاتنلا ىلع ةمئاقلا ةلءاسJا قيقحتل ةادأك ءادlا سايقةق?ع روطتو ةموكحلل ?يثمت رثكأ ?كش قلخت ةكراشJا هذه .ةيمويلا ةيموكحلا ةطشنlا يف اًطاشن رثكأ رودب مايقلا pنطاوJا ىلع نأ pنطاوJا ةكراشم، كلذك رمlا ناك اذإ ؟يداعلا نطاوJا لوانتم يف تPاكولا له .بنج ىلإ اًبنج لوصولا ةيناكمإو ةموكحلا ةيفافش ريست .اهينطاومو ةموكحلا pب ةيوقةيناكمإ ةينورتكلkا عقاوJا ربع ةمدقJا ةموكحلا وأ ةينورتكلkا ةمكوحلاب ةصاخلا تامدخلاو تامولعJا رفوت امك .اًضيأ ةلءاسJاب نومزتلم مهنأ حجرJا نمفةريبك ةعرسب ومنت تاردقلا هذه .لبق نم ةرفوتم نكت مل قرطب ةموكحلا ىلإ لوصولا.The Evolution of Public Administrationةماعلا ةرادkا روطت

Public Administration: An Indispensable Part of Society | Ü#ÝGovernance Networksةكبشلا عونفيرعتلامادختسا / لاثمةمدخلا دقعةلسلسديروتلاةصصخمةانقلا ةكارشتامولعJا رشن

Public Administration: An Indispensable Part of Society | Ü#ÝGovernance Networks The structures of government are changing, and new mechanismsare being put into place to respond to such changes. One definition of a governancenetwork is provided by the Center for Democratic Network Governance: 1.A horizontal articulation of interdependent, but operationally autonomous actors;2.who interact through negotiations; 3.transpiring within a regulative, normative, cognitive and imaginary framework; 4.that to a certain ex- tent is self-regulating; 5.which contribute to the production of public purpose within a particular area دحأ ةيطارقميدلا تاكبشلا ةرادإ زكرم مدقي .تارييغتلا هذهل ةباجتس?ل ةديدج تايلآ عضو متيو ، ةموكحلا لكايه ريغتتةمكوحلا ةكبش تافيرعت : ¥؛ ةيليغشتلا ةيحانلا نم ةلقتسJا نكلو ، ةطبارتJا ةلعافلا تاهجلل يقفlا ريبعتلا¥؛ تاضوافJا ل?خ نم نولعافتي نيذلا¥؛ يروصت يكاردإو يرايعمو يميظنت راطإ يف رشتنت¥؛ يتاذ ميظنت وه ام دح ىلإ اذه¥ةنيعم ةقطنم لخاد ةماع ضارغأ جاتنإ يف مهاست يتلاGovernance Networksةمكوحلا تاكبش

Public Administration: An Indispensable Part of Society | Ü#Ý ¥Inputs¥Outputs¥Outcomes¥Efficiency¥ProductivityPerformance Measurement7 Steps1.Identification2.Purpose3.Indicators4.Targets5.Monitoring6.Reporting7.EvaluationءادPا سايقم7 تاوطخ1.ةيوه2.فده3.ارشؤJات4.ادهlاف5.ةبقارJا6.غ?بkا7.مييقت¥ت?خدJا¥جتاونلا¥جئاتنلا¥ةءافك¥ةيجاتنإ

Public Administration: An Indispensable Part of Society | Ü#ÝGovernment performance is an important concern for many stakeholders. Performancemeasurement is dedicated to developing systems that effectively measure the efficiency andefficacy of government. Ultimately, measuring government performance becomes achallenging, but rewarding, endeavor. لاعف لكشب سيقت يتلا ةمظنlا ريوطتل ءادlا سايق صصخي .ةحلصJا باحصأ نم ريثكل ريبك قلق ردصم وه ةموكحلا ءادأٍزجم هنكلو ، تايدحتلاب ءيلم ىعسم ةموكحلا ءادأ سايق حبصي ، فاطJا ةياهن يف .ةموكحلا ةيلاعفو ةءافك. Input Indicators ت?خدJا تارشؤم According to the Government Accounting Standards Board (GASB), input indicators aredesigned Òto report the amount of resources, either financial or other (especially personnel),that have been used for a specific service or program. Input indicators are ordinarily presentedin budget submissions and sometimes external management reportsÓ (Hatry et al. 1990). Forexample, the number of employees within an organization or the amount of money spent on aproject is an input. اهريغ وأ ةيلام تناك ءاوس ، دراوJا رادقم نع غ?بïل” ت?خدJا تارشؤم ميمصت مت ، ةيموكحلا ةبساحJا ريياعم سلجJ اًقفويفو ةينازيJا ريراقت يف ًةداع ت?خدJا تارشؤم ميدقت متي .pعم جمانرب وأ ةمدخل اهمادختسا مت يتلاو ، (pفظوJا ةصاخ)ىلع قفنت يتلا لاومlا رادقم وأ ةمظنJا لخاد pفظوJا ددع نإف ، لاثJا ليبس ىلع. ةيجراخلا ةرادkا ريراقت نايحlا ضعبت?خدم وه عورشJا.Performance Measurement ءادPا سايقم

Public Administration: An Indispensable Part of Society | Ü#ÝOutput/Workload Indicators لمعلا ءبع / جاتنPا تارشؤم Output/workload indicators center on the amount of work produced or services provided by aprogram or organization. A measure that would exemplify an output or workload measure mightbe the number of applications processed by a government agency. يذلا سايقلا نوكي دق .ةسسؤم وأ جمانرب اهمدقي يتلا تامدخلا وأ جتنJا لمعلا مجح ىلع لمعلا ءبع / جاتنkا تارشؤم زكرتةيموكح ةلاكو اهجلاعت يتلا تابلطلا ددع وه لمعلا ءبع وأ جاتنkا سايقم ىلع Pاثم لثمي. Outcome/Effectiveness Indicators ةيلعافلا / جئاتنلا تارشؤم Outcome/effectiveness indicators deal with the results or quality of the services beingmeasured. Essentially, they measure how well the organization is meeting its goals. Outcomeindicators have both quantitative and qualitative aspects. They might be measured as largercommunity goals such as the overall crime rate, or by surveying community members. Forexample, a survey question might ask if community members feel safe, indicating the overallsense of security in a town or municipality ةسسؤJا ةيبلت ىدم نوسيقي ، ساسlا يف .اهسايق متي يتلا تامدخلا ةدوج وأ جئاتن ةيلاعفلا / جئاتنلا تارشؤم لوانتتةميرجلا لدعم لثم ربكأ ةيعمتجم فادهأك اهسايق متي دق .ةيعونلاو ةيمكلا بناوجلا ءاوس دح ىلع جئاتنلا تارشؤم .اهفادهlدارفأ ناك اذإ ام نايبتسPا لاؤس لأسي دق ، لاثJا ليبس ىلع .عمتجJا دارفP (نايبتسا)ةسارد لمع قيرط نع وأ ، يلامجkاةيدلبلا وأ ةنيدJا يف نامlاب ماعلا ساسحkا ىلإ ريشي امم ، نامlاب نورعشي عمتجJا

Public Administration: An Indispensable Part of Society | Ü#ÝEfÞciency (and Cost-Effectiveness) Indicators ةءافكلا تارشؤم Efficiency measures focus not on what is being achieved but on how it is being achieved. Essentially, we areinterested in whether the desirable ends are achieved with minimal input of resources, or that the resources weemploy bring the maximum amount of desirable goal attainment. Therefore, an efficiency measure might look atthe quantity of work completed based upon the number of people doing that work, as in the number of tons ofwaste collected per sanitation worker. ل?خ نم اهقيقحت مت دق ةبوغرJا تاياغلا تناك اذإ امب نومتهم نحن ، يساسأ لكشب .هقيقحت ةيفيك ىلع نكلو هقيقحت متي ام ىلع ةءافكلا ريبادت زكرت Pةيمك يف ةءافكلا سايقم رظني دق ، كلذل .هيف بوغرJا فدهلا قيقحتل ىصقlا دحلا ققحت اهفظون يتلا دراوJا نأ وأ ، دراوJا ت?خدم نم ىندlا دحلايحص فرص لماع لكل اهعمج متي يتلا تايافنلا نانطأ ددع يف لاحلا وه امك ، لمعلا اذهب نوموقي نيذلا صاخشlا ددع ىلع ًءانب زجنJا لمعلا. Productivity Indicators ةيجاتنPا تارشؤم According to David N. Ammons (1996), productivity indicators combine elements of efficiency and effectiveness.For instance, meters fixed per hour is an efficiency indicator, and the percentage of meters fixed properly (i.e.,meters needing no further repair for at least six months) is an effectiveness indicator. Labor costs per effectivemeter repair is a productivity indicator. Both the costs to fix faulty meters and the costs of effective repairs arecombined and included in the numerator of this productivity calculation. However, only proper repairs are includedwithin the denominator. An indicator such as this encourages both efficiency and effectiveness among the meterrepair personnel. ةبسنلاو ، ةءافكلا رشؤم يه ةعاسلا يف ةتباثلا تادادعلا ، لاثJا ليبس ىلع .ةيلاعفلاو ةءافكلا رصانع pب ةيجاتنkا تارشؤم عمجت ، ديفيد ـل اًقفوةلامعلا فيلاكت .ةيلاعفلل رشؤم يه (لقlا ىلع رهشأ ةتس ةدJ رخآ ح?صإ ىلإ جاتحت P يتلا تادادعلا يأ) حيحص لكشب ةتباثلا تادادعلا نم ةيوئJاصاخلا طسبلا يف جردتو ةلاعفلا تاح?صkا فيلاكتو ةئطاخلا بويعلا ح?صإ فيلاكت نم لك جمد متي .ةيجاتنkا رشؤم وه لاعف رتم ح?صإ لكلح?صإ يفظوم pب ةيلاعفلاو ةءافكلا نم لك عجشي اذه لثم رشؤم .ماقJا لخاد طقف ةبسانJا تاح?صkا pمضت متي ، كلذ عمو .اذه ةيجاتنkا باسحبتادادعلا

Public Administration: An Indispensable Part of Society | Ü#Ý7 Steps Step 1: IdentiÞcation of a Program: A clear definition of a program is necessary to develop performancemeasures.ءادlا سيياقم ريوطتل يرورض جمانربلل حضاو فيرعت :جمانربلا ديدحت :1 ةوطخلا. Step 2: Statement of Purpose: Each program has a specific purpose that must be articulated in a clear andconcise manner. It is imperative to know the purpose of a program in order to measure its progress. سايق لجأ نم جمانربلا نم ضرغلا ةفرعم يرورضلا نم .ةزجومو ةحضاو ةقيرطب هحيضوت بجي ددحم ضرغ جمانرب لكل :ضرغلا نايب :2 ةوطخلاهمدقت. Step 3: IdentiÞcation of Program Indicators: such Inputs, Outputs, EfÞciency, and Productivity Indicators Asdescribed above, indicators can be identified throughout a programÕs activities, often by documents and systemsalready in place.عيمج يف تارشؤJا ديدحت نكمي ، ه?عأ حضوم وه امك ةيجاتنkا تارشؤمو ةءافكلاو تاجرخJاو ت?خدJا لثم ، :جمانربلا تارشؤم ديدحت :3 ةوطخلالعفلاب اهب لومعJا ةمظنlاو تادنتسJا قيرط نع اًبلاغ ، جمانربلا ةطشنأ. Step 4: Setting Targets for AccomplishmentThis step identifies specific targets in which we can say we have accomplished our programÕs goals. Targets canbe developed based upon internal goals, or they might be more broadly based upon regional or nationalstandards.زاجنkا فادهأ ديدحت :4 ةوطخلانوكت دق وأ ، ةيلخادلا فادهlا ىلإ اًدانتسا فادهlا ريوطت نكمي .انجمانرب فادهأ اهيف انققح اننإ لوقن نأ اننكمي ةددحم اًفادهأ ةوطخلا هذه ددحتةينطولا وأ ةيميلقkا ريياعJا ىلإ اًدانتسا رثكأ.

Public Administration: An Indispensable Part of Society | Ü#ÝStep 5: Monitoring Performance measurement is an ongoing process that requires frequentmonitoring to ensure that appropriate management interventions take place. Performancemeasurement is not an end in itself. It is a tool to aid management in increasing theefficiencies and effectiveness of service delivery. ءادlا سايق .ةبسانم ةيرادإ ت?خدت ثودح نامضل ةرركتم ةبقارم بلطتت ةرمتسم ةيلمع ءادlا سايق دعي :ةبقارJا :5 ةوطخلاتامدخلا ميدقت ةيلاعفو ةءافك ةدايز يف ةرادkا ةدعاسJ ةادأ اهنإ .هتاذ دح يف ةياغ سيل. Step 6: Performance Reporting Performance reporting is an essential but often neglected stepin performance measurement. ءادlا سايق يف نايحlا نم ريثك يف ةلمهم اهنكلو ةيساسأ ةوطخ ءادlا نع غ?بkا دعي ءادlا نع غ?بkا :6 ةوطخلا. Step 7: Analysis and Action Although not always included in a performance measurementsystem, design analysis and action are essential to performance measurement. This steppromotes the utilization of performance data by organizational management in order to makelogical, data driven decisions that can enhance overall organizational performance. ءارجkاو ميمصتلا ليلحت نأ Pإ ، ءادlا سايق ماظن يف اًمئاد هنيمضت مدع نم مغرلا ىلع ءارجPاو ليلحتلا :7 ةوطخلاةيقطنم تارارق ذاختا لجأ نم ةيميظنتلا ةرادkا لبق نم ءادlا تانايب مادختسا ةوطخلا هذه ززعت .ءادlا سايقل نايرورضلماشلا يميظنتلا ءادlا ززعت نأ نكمي تانايبلا ىلإ دنتست.

Public Administration: An Indispensable Part of Society | Ü#Ý Citizen ParticipationÒI always wondered why somebody didnÕt do something about that. Then I realized I was somebody.Ó LILY TOMLINActress; Comedian; Writer”لايح اًئيش ام صخش لعفي مل اذاJ اًمئاد لءاستأ تنكام صخش يننأ تكردأ مث .كلذ “. pلموت يليلبتاك ؛يلزه لثمم ؛ةلثمم

Public Administration: An Indispensable Part of Society | Ü#Ý Globalization

Public Administration: An Indispensable Part of Society | Ü#ÝWRAP-UP¥Performance ¥Citizens ¥Globalization Preparation for next class: Study for Final!The Future of Public Administrationةماعلا ةرادEا لبقتسم¥ءادأ ¥pنطاوJا ¥ةJوعلا

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