Introduction to Public Administration
(PU EN AF-215)
Fall 2005
T-Th. 3:30-4:45
MAC 206
Prof. Scheberle
Office: MAC A 322 Ph: 465-2198
Office Hours: Mondays, 1:00-2:00
Tuesdays/Thursdays, 4:45-5:45
A. Purpose and Objectives of the Course
The purpose of this course is to acquaint students with the structure, issues and "themes"
of the public service. We'll examine the context of public administration: the political system,
the role of federalism, bureaucratic politics and power, and the various theories of administration
that guide public managers today. Next, we'll study several components of public administration,
including personnel, budgeting, decision-making and leadership, and policy implementation.
Finally, we'll conclude the course with observations about the future of public administration in
America.
The learning objectives of the course are to foster critical thinking skills appropriate for
students of all majors, by carefully considering the context in which public decisions are made. I
want you to be able to think about management in real life situations, and express that thinking in
writing and in discussion. Therefore, a major portion of the class will be devoted to the analysis
of case studies that relate to public administration theory and practice.
The course's dual focus on content and process is accomplished by dividing class sessions
roughly equally between the study of the “nuts and bolts” of public administration (which is
primarily lecture-based) and the examination of the case studies and important research in the
field of public administration (which is mostly discussion-based). The course will operate in the
following way: one session will often be devoted to the material in the text; the other will usually
be devoted to the case study material. On discussion days, you examine the case study and the
articles in the Stillman book by actively participating as part of a small group. On other days,
your participation is still very valuable, but takes place in the context of an entire class. Unless
otherwise instructed, please plan your study according to this schedule.
B. Course Texts
One book is required for the course: Richard J. Stillman, Public Administration:
Concepts and Cases, Eighth Edition, (Boston: Houghton Mifflin Co.), 2004.
In addition, you will need access to an introductory public administration textbook. For
students majoring in public administration, I strongly recommend that you purchase a leading
text in the field: Michael Milakovich and George Gordon, Public Administration in America,
(New York: St. Martin's Press), 7th or 8th editions (look for a cheaper used copy). I will also
place a copy on reserve at the library.
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From time to time, you will also need to access on-line materials, and be expected to read
news articles about government policies and agencies.
C. Evaluation Criteria
Students are evaluated according to their performance in three areas: analysis of the case
studies, work in discussion groups and in class, and performance on the midterm and final
exams. Each of these elements is described below:
Case studies. Ten case studies appear in the reading schedule. For three of the case
studies, you should prepare a three or four page, typed double space, analysis of the case study.
Your analysis should be in the following format: 1) an overview of the case; 2) one or two
important lessons for public administrators from the case; and 3) the relationship of the case to
other course discussions, readings or materials, or current events. Each section counts equally, so
respond carefully and thoughtfully to each component. In writing your overview, or brief, of the
case, you’ll want to choose the most essential events to report. In writing the “lessons” section,
thoughtfully consider what you have learned about management and administration from the
case. This, perhaps, will lead naturally to the last section of the analysis: how this particular case
relates to theories we’ve discussed, as well as other cases or concepts. Try to dig deeply into the
material as you prepare this last section—show me and yourself that you can apply concepts to
real world management examples. The written analysis is due on the day the case is discussed in
class, and will not be accepted on a later date. These three written assignments contribute 40
percent of the grade. You should prepare a written analysis of at least one case study before the
midterm.
Discussion/Participation. In addition to the written analysis, you will participate in a
small group. The group will discuss the case by addressing questions that I pose to the class.
Every group should come to class ready to answer the questions, and every student is
responsible for reading every case. Each group will have an assigned discussion leader for the
case, who will report the conclusions and comments of the group. Your colleagues in the group
will evaluate your participation. You will also get a chance to evaluate your own contribution to
the discussions. Small group discussion contributes 15 percent of the grade. An additional 5
percent of your grade is earned in large group class participation, measured in part by your
response to short in-class assignments.
Examinations. A midterm and a final examination will be given to evaluate your
knowledge of public administration principles, understanding of public administration theory as
well as some basic facts about the public sector. The midterm exam contributes 20 percent of the
grade; the final contributes 20 percent of the grade. The examination format will be a mix of
short answer identification and/or multiple choice questions taken from the class discussions and
the readings. The midterm will cover the first half of the course; the final covers the last part of
the course.
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D. Reading Schedule
I encourage you to stay up with the readings in order to maximize your classroom
experience and minimize personal discomfort for the exams and discussion sessions. Although
this is the general outline of readings, the schedule may change as the semester proceeds.
Therefore, please check reading assignments with me or a classmate if you miss a class.
(“C” stands for chapter in Milakovich; “CS” stands for case; “R” stands for reading)
Date
Topic
Readings
9/6
Introduction to the topic and the course
9/8
Just what is PA anyway?
Milakovich, C1
9/13
Concepts of public administration
(Wilson)
Stillman, R1.1
9/15
The Blast in Centralia case
Stillman, CS1
9/20
Bureaucracy and Power
Stillman, R2, Milakovich, C3
9/22
How Kristin Died
Stillman, CS2
9/27
The context of PA
Milakovich, C2; Stillman, R3
9/29
The Columbia Accident
Stillman, CS4
10/4
Federalism and IGR
Milakovich, C4
10/6
Topics continue
10/11
Organization Theory
Milakovich, C5; Stillman, R6
10/13
The Decision to Go to War with Iraq
Stillman, CS7
10/15
***STEPS TO MAKE A DIFFERENCE WALK***
10/18
Decision-making
10/20
Midterm Review and catch-up
10/25
Midterm
Stillman, R8; Milakovich, C6
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10/27
The MOVE Disaster case
Stillman, CS8
11/1
Administrative Leadership
Milakovich, C7
11/3
Shootings at Columbine High School
Stillman, CS 9
11/8
Public Budgeting
Stillman, R12; Milakovich C9
11/10
Wisconsin’s Budget Deficit
Stillman, CS12
11/15
Public Personnel
Milakovich, C8
11/17
American Ground: World Trade Center
Stillman CS6
11/22
Release day—take a break!
11/24
Happy Thanksgiving!
11/29
Government regulation
Milakovich, C11
12/1
The Lessons of ValuJet 592 case
Stillman, CS 10
12/6
Ethics in Public Service
Stillman, R16
12/8
Case of the Butterfly Ballot
Stillman, CS16
12/13
Topics continue
12/15
Last day of class
Review for final
12/22
****Final Exam begins at 1:00 p.m.****
As required by federal law and UW-Green Bay policy for Individuals with Disabilities, students with a
documented disability who need accommodations must contact the Disability Services Office at 465-2841.
Reasonable accommodations can be made unless they alter the essential components of the class. Contact
the instructor and Disability Services Coordinator in a timely manner to formulate alternative
arrangements.
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