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Essay / Research Paper Abstract
An 8 page book report that gives a chapter-by-chapter summary of chapters 4, 5, 6, and 7 from Donald Ketti's text The Transformation of Governance (2002). Each chapter summary is roughly 2 pages long and briefly addresses the chapter content. No additional sources cited.
Page Count:
8 pages (~225 words per page)
File: D0_khketti.rtf
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Unformatted sample text from the term paper:
that it was assumed that a strong administration was capable of devising strategies that elected officials could use in order to make administrative decisions effectively. These strategies were dependent on
drawing clear boundaries between policymaking and public administration (Ketti 77). However, this soon proved to be problematic, as these boundaries became fuzzier, as partnerships with the private sector multiplied. Furthermore,
as scholars from various disciplines, such as economics and political science, became involved in government, the situation was further muddled by the fact that these different scholars each came from
sometimes very different backgrounds and schools of thought. From this muddle, however, Ketti begins to extract guiding principles that define public administration theory. For example, he points out that "Public
administration, as well as competing approaches to administration theory, all must grapple with the application of power" (Ketti 79). He goes to argue that the answers to questions concerning power
can be classified into four traditions: Hamiltonian, Jeffsonian, Wilsonian and Madisonian (Ketti 80). The Hamiltonian tradition presents the executive as a "strong leader who works from the top down,"
while the Wilsonian tradition pertains to how managers can accomplish this, within the constraints of the Constitution (Ketti 80). Together these two traditions frame a classical approach to public administration.
The position of Wilson, from his 1887 text "The Study of Administration" and supported by Goodnow, was that administrative practice should be insulated from political influence. Ketti goes on to
describe fully how the classical vision of public administration developed, and how it incorporated the management theories of Frederick W. Taylor, originator of the "scientific management" movement, which popularized time-and-motion
studies, which revolutionized everything from assembly lines to clerical work. Ketti then describes how this model of public management continued to evolve and, throughout its heyday, academics "provided the intellectual
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