ASPA Series in Public Administration and Public Policy
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Table Of Contents
Section I: Introduction and Background Issues in Public Administration and Policy Today Overview Theory and Practice in Public Administration and Policy Changes in Public Administration Administrative-Practice Theory Theory Generators Adaptive Administration Potential Uses of Big Data Frustration and Stress in Public Administration Today Practice Dilemmas Being Faced by Public Administration and Policy Knowledge Base for Adaptive Administration: Selected Topics and Strategies Overview Knowledge Base: Selected Topics and Strategies Organizational Concepts Organizational Performance Role of Experience Cooperation and Conflict Rigidity and Flexibility: Responding to Change Rigidity and Flexibility: Combined Approaches Planning Strategies Personnel Strategies Financial Strategies Leadership Strategies for Public Organizations Knowledge Base for Adaptive Administration: Selected Risks, Constraints, and Challenges Overview Knowledge Base: Selected Risks, Constraints, and Challenges Public-Sector Risk Analysis Constraints: Operational Tradeoffs Constraints: Limits to Quantitative Analysis Constraints: Physical Working Arrangements Challenges: Uses of Big Data Challenges: Productive Uses of Technology Challenges: Uses of Theory Generators Challenges: Alienation and Change Challenges: Legal Issues Challenges: Ethical Issues Section II: Resources for a Transition to Adaptive Administration Organizational Methods as a Resource Overview Organizational Concepts: Introduction Defining an Organization Reactions to Outside Actions Concepts Based on Physical Descriptors Concepts Based on Individual Descriptors Defining Types of Organizations Contrasting Viewpoints of Organizations Organizational Study of the Affordable Care Act Protocol for Similar Theory Generators Big Data Methods as a Resource Overview Need for an Adaptive Knowledge Base for Public Administration Application of Big Data Concepts Big Data in the Private Sector Big Data in Politics Application of Big Data Concepts to Public Administration Theory Generators and Qualitative Modeling Qualitative Analysis and Typological Theory Big Data and Theory Generators in Public Administration Section III: Potential Impact of Adaptive Administration on Public-Sector Organizations Impact on Organizational Cooperation and Conflict Overview How Administrators Experience Cooperation and Conflict Fictional Scenario: Cooperation Leading to Conflict Fictional Scenario: Descriptive Paragraphs Fictional Scenario: Action-Reaction Combinations Fictional Scenario: Development of a Strategy Cooperation and Conflict: General Treatment Approaches Interagency Cooperation and Adaptive Administration Impact on Organizational Leadership Overview Leadership in Public Administration: Introduction Leadership Concepts Office of Personnel Management Center for Leadership Development Concepts for Adaptive Leadership Impact on Organizational Performance Overview Improving Organizational Performance Perspectives on Performance Performance Demands, Stress, and Job Survival Balanced Scorecard Approach to Performance Management Adaptive Administration Approach to Performance Management Impact on Organizational Rigidity Overview Rigidity and Flexibility in Organizations Basic Features of Rigidity and Flexibility Example: Organizations Based on Extreme Rigidity Example: Intervention Impact on Organizational Planning and Budgeting Overview Adaptive Planning Strategies Widespread Change Impacts All Planning Efforts Adaptive Administration and Flexible Planning Standard Federal and State Strategic Planning Section IV: Issues Involved in a Transition to Adaptive Administration Issues Related to Acceptance of Adaptive Administration Overview Adaptive Administration as a Change Strategy for Public Administration Acceptance and Rejection of Change Possible Change Strategies Involving Adaptive Administration Dealing with Acceptance and Rejection Issues Related to Risk Overview Public-Sector Risk Analysis Types of
Ferd Mitchell holds MPA and DPA degrees from the University of Southern California, while Cheryl Mitchell holds an MPA from Golden Gate University. Ferd and Cheryl are both attorneys, and they practice together as married partners at Mitchell Law Office in Spokane, WA. They are also established authors of legal practice books for attorneys, with an emphasis on interpreting how new programs and program changes are likely to affect practice strategies. For many years, they have been developing procedures to evaluate how changes in the public sector affect organizations and often lead to actual program outcomes that differ from intended outcomes. As part of this effort, they have explored how qualitative methods of analysis can best be applied to enhance the understanding of such changes. They also have applied these insights to studies of the issues that exist today in public administration and policy, and how changes in the field may best be achieved. Ferd Mitchell has relevant experience in research, teaching, consulting, and performance of multidisciplinary studies for governmental agencies. He also supervised implementation of an innovative Medicaid program in North Carolina for a private company under contract to the state. He has served as Academic Administrator and Director of the Master of Health Services degree program in the School of Medicine at the University of California, Davis. While on leave for one year, he worked as Director of Research for the California Health Facilities Commission. Cheryl Mitchell has been exploring the relationships between public organizations and the individuals who are served by these organizations. Particular emphasis has been placed on the ways in which administrative problems develop in organizations, and how such problems may be addressed. She has been active in working with various public groups to address policy concerns.