1. PIA 2528- Governance, Local Government and Civil Society
The Problems of Local (regional and national) Government:
From Administrative Patterns to Managing Budgets, and Spending Money!!!

2. Political Humor is always with us.
East German Political Jokes c. 1985

3. Organizations and Administrative Culture: COMPLEXITY
Socialization and Bureaucratic Behavior
The Concept of political and Administrative Culture
A mixture of elite and mass culture

4. The Concept
Organizational Culture is a sub-set of broader cultural assumptions
In looking for evidence of a political or an administrative culture we are looking for a set of representative values for the people of that society

5. Political Culture

6. The Concept of Political Culture
a. People are tied to a unique web of historical experiences b. Assumption: From the general culture one can extract out the salient aspects of that culture that relate to political behavior and organizational and administrative traditions

7. The American Value System?

9. China Image: Does Political Culture Make a Difference?

10. Swedish Political Culture

11. Swedish Ombudsman

12. Emperor and Empress of India: Why are British Colonies Different?

13. Pakistan: Muslim League Leaders – Issue of Secularism?

14. Danish Peasant Culture: The Happy Scandinavians?

15. Review of Principles of Administrative Behavior
Political Culture can predict political behavior
Culture limits the action of citizens and administrators, channels demands and excludes certain possible policy options
Changing the Organizational Culture Reforms the Organization

16. Organizational Culture as a Sub-Political Culture?

17. Organizational Culture: The Ideal Type

19. An Example- Danish Political Culture: Re
An Example- Danish Political Culture: Re. Housing Organizational Sub-Cultures
Groups 1, 2 and 4 constitute the traditional political culture, also found in the labour movement, Groups 3 and 6 constitute a user-oriented political culture based on functional participation in single issues; whereas group 7 contains the very active political elite.

20. Culture and Behaviro: Values and Motivation
Money (Theory X) vs. Human Relations (Theory Y)

21. Motivation and Organizations
1. Theory X vs. Theory Y= Theory Z (Douglas McGregor)
2. Maslov’s Hierarchy: Basic needs, social needs and ego needs
3. Application of Theories of Motivation outside the U.S. Case Study (China, Korea, South Africa and Brazil)
4. The Special problem of Fragile and Collapsed states.
5. The Importance of a Motivation Theory in a Country Such as Guinea Conakry (Failed state with ethnic zero-sum game)

22. Remember Maslov’s Hierarchy of Needs

23. An Organizational Culture: Compared with what?
Guinea Conakry: Picard Studies, 1991 and 2008
Guinea’s Prefect as a Rent-Seeking Predator

24. The Impact of Organizations

25. Socialization and Values
Implications for Organizations

26. Socialization
1. Process by which political attitudes are formed and maintained 2. Acquisition of values, beliefs, and knowledge about the political system on both the individual and community level 3. Cultural transmission across generations- the introduction of new generations to the beliefs and values of the old

27. Socialization: Impact on Values and Culture

28. Levels of Socialization
a. Primary- Most important: occurs within the family b. Secondary- Everything else before adulthood, school, peers, national and regional- it is here that cultural engineering occurs c. Tertiary- Professional and Organizational- Begins with University. Issue how specialization of bureaucratic elites is related to socialization and education

29. Socialization- Continued
Can be a conscious or an unconscious effort- as to how attitudes towards policy are formed
Issue of Cultural Engineering- Ideological and explicit
Revolutionary & Developmental Societies- Ideological and explicit

30. Socialization- Continued
U.S. and Western Europe- mostly indirect (Instrumental and implicit)
Often hidden within a pragmatic, fairly loose value system
Versus explicit and non-voluntary

31. Cultural Engineering?

32. The Crux of the Issue Socialization: Mass vs. elite (vs.
Organizational) socialization
At the heart of organizational culture
Does Social Engineering Make a Difference
The Crux of the Issue

33. Return to the Question
Can we Reform or Reinvent Government and Financial Management given Premises about Culture, Socialization and Organizational Development?

34. Focus: The Fiscal and Budget Process
Second Theme for the week: “Its all about the money.”
Is Money a Cultural Issue?
Bureaucracies, Budgets, Financial Management and Decision-Making

35. How Purposeful?
Understanding the Budget

36. Decision-Making Models and Spending: An Overview of Concepts
Rational- Comprehensive
Standard Operating Procedures (SOPs)
Bureaucratic Politics
Group Think
Satisficing/Incrementalism
Cybernetic Theories (chaos theory)
Decision-Making and Financial Management (The Hub of the Debate)

37. Decision-Making and Budgets
Themes and Definitions

38. 1. Rational Model Comprehensive Approach
Optimal for achieving a goal or solving a problem. Determining optimality for rational behavior
Complete Availability of Information

39. Zero Based Budgets

40. 2. Standard Operating Procedures- SOPs

41. Standard Operating Procedures
Pre-defined steps and activities of a process or procedure. An SOP provides employees in an organizational set of actions response to common external practices, activities, or tasks.
Established Procedures

42. SOPs- Scientific Origins

43. 3. Bureaucratic Politics
Officials are motivated by the need to promote their own organizations special interests in Competition with other Agencies in the decisions that they make
“Defending their Turf”
“Staying in Your Own Lane”

44. Bureaucratic Norms?

45. Bureaucrat Bashing as a Problem?

46. Bureaucratic Politics
Military Phrase:

47. 4. Group Think
Group members, fearing to upset the leader, try to minimize conflict and reach a consensus decision without critical evaluation of alternative ideas or viewpoint

48. Victims of Group Think?: Irving Janis (Vietnam)

49. 5. Satisficing/Incrementalism
Satisficing is a decision-making strategy that attempts to meet an acceptability threshold (first available option) at a very low level of analysis (Herbert Simon)
Incrementalism is a method of working by adding (or subtracting) to a project using many small (often unplanned) changes
Standard Budget Process

50. Graham Allison: Org. Theory (Rational, Bureaucratic and SOPs)
Cuban Missle Crisis
Kennedy Center, Harvard
Born, March 23, 1940

51. Satisficing/Incrementalism

52. Incrementalism

53. 6. Cybernetic Theories vs. Chaos
Cybernetic Theories:  Causal chains of action that move from action to sensing to comparison with desired goal, and again to action (Models based on electricity, mechanics, or machines)
Chaos: Small differences in initial conditions (such as those due to rounding errors in numerical computation) yield widely diverging outcomes

54. Cybernetics

55. Chaos

56. 7. Decision-Making and Financial Management
A Review of Themes

57. Themes
a. Budget: Recurrent vs. Capital (Development) Budgets
b. Financial Management- Incrementalism and Satisficing vs. Zero Based Budgeting (Planning Systems)
c. Accounting- Cost and Benefit vs. profit and loss (vs. Bookeeping)

59. Themes d. Auditing vs. Accountability- Quantitative vs. Qualitative
e. Evaluating- Assessment vs. Judgement
f. Budgeting: Two themes- Reforming and Decision-makin
g. Program vs. Project Budgets

60. The British and Spending
The Hospital

61. Acounting vs. Acountability

62. Decision-Making and Financial Management (Review of Issues and Authors)
1. Privatization and Contracting Out- Commercialization and intra-governmental competition (E.S. Savas)
2. Economic Bureaucracy, Public Sector Management: An Asian Model? (Chalmers Johnson)
3. End of the Third World? End of Development Budgets (SAPS) (Nigel Harris)

63. The Asian Model Issue: Capital vs. Developmental

64. Decision-Making and Financial Management
4. Imbalance- Political vs. Bureaucratic Development in the role of financial management (The Corruption Problem) (Ferrel Heady)
5. Values and Education, money and Bricks- Development Management (John Armstrong)
6. International Organizations, NGOs and Development (Contracts vs. Grants) (Paul Nelson)

65. Author of the Week Robert Klitgaard the president of Claremont Graduate University and his book on Corruption

66. Decision-Making and Financial Management
7. Private Sector Development vs. Development Management: The role of public sector financial management (Oversight) (Mark Turner and David Hulme)
8. Public Sector Reform (Guy Peters and Michael Barzelay)
9. (Planning vs. Budgeting) Naomi Caiden and Aaron Wildavsky-
10. Is Budgeting and financial management impacted
by Group Think? (Irving Janis)

67. Bates, Chapter Two
What are the major themes coming out of the Robert Bates book?
In what ways is economic growth related to conflict?
How does Bates view Agriculture?
What political messages does Bates give us?

68. Levitsky and Ziblatt, Chapter 3
What is the “great Republican addiction?”
What do they dislike about primary elections?
Is the U.S. protected from populism, violence and extremism?
What are the indicators of authoritarianism?

69. Berger, Chapters 2-3
What is the image the Pyramid gives one in terms of social costs?
2. What is Berger’s view of Socialism? Of Capitalism?
Who Suffers according to Berger?
Is Berger a liberal or a conservative?

70. Mark Twain, “The Man who Corrupted Hadleyberg”
How was Hadleyberg “corrupted?”
Is Twain bitter in this story?
Are small towns corrupt?
Was the “Man” a fair judge of corruption?

71. Robert Penn Warren, “Morality in Politics”
Who is the “Boss?” What does he represent?
What is Penn Warren’s view of Morality in Politics?”
How relevant is Penn Warren in 2018?
Compare Penn Warren with our other authors?