Public Administration

Public Administration
Government organization (federal, state, or local) or a nonprofit organization to concentrate on as you explore the various topics of the

course. The organization may be one you are working for or are familiar with. As you progress through the readings and assignments in the

course, think about how these topics are related to the organization you selected. The Learning Resources, the Discussions, and the Application

Assignments throughout the course will guide your thinking as you complete the Final Project.
Must contain the following sections on the organization you selected. You should review the Introduction, Learning Objectives, and Learning

Resources for each week for inspiration and to ensure you include relevant information for the sections of your paper.
1. Organization Context: For this section, you will integrate the history of the organization you selected and describe the impact of the U.S.

Constitution on public administration. You can find this information in the articles on the Federalist Papers referenced in a number of the

weeks of the course.
2. Legal Foundation: For this section, you should move beyond the Constitution and consider the legal basis for your organization. This might

include administrative laws that regulate the organization, or it might include laws related to the establishment of the organization (if it is

a government one).
3. Connection to Public Service: For this section, you should consider how the organizational culture embodies a public service ethos.
4. Ethical Issues or Dilemmas: For this section, you will describe a past or current ethical issue or dilemma the organization faced, or a

potential dilemma it needed to manage. Describe how this ethical issue might have been addressed to avoid an ethical breach.
5. Management and Leadership: For this section, consider the formal and informal leadership structures of the organization.
6. Power and Civic Engagement: For this section, you will analyze the sources of power within the organization and how the organization engages

the public.
7. Accountability: For this section, you should describe how the organization maintains responsibility to its stakeholders or constituents.
8. Intergovernmental Relations: For this section, you should explain how your organization coordinates efforts with other public or private

entities, and the challenges that are faced in intergovernmental relations.
9. Public Financial Management and Budgeting: For this section, you will analyze how financial management and budgeting occur in your

organization and what impact budget objectives have on that organization’s public service mission.
10. Challenges, Opportunities, and Trends: For this section, consider how challenges, opportunities, and trends may impact your organization

internally). Also consider how your organization might impact social hange (externally).
Demonstrate both breadth and depth of knowledge and critical thinking appropriate to graduate-level scholarship. It must follow the APA

Publication Manual (6th edition) guidelines and be free of typographical, spelling, and grammatical errors. The project should be 15–18 pages

in length (double-spaced), not including the title page, the abstract, and references.
Be sure to support your Final Project with specific references to all resources used in its preparation.
Grammar and Plagiarism Checking

Enter your myWalden user name and password at the prompt.
Adams, G. B., Balfour, D. L., & Reed, G. E. (2006). Abu Ghraib, administrative evil, and moral inversion: The value of “putting cruelty first.”

Public Administration Review, 66(5), 680–693.

Agranoff, R. (2011). Federalist no. 44: What is the role of intergovernmental relations in federalism? Public Administration Review, 71, s68–

s77.

Aldrich, J. H., & Grant, R. W. (1993). The Antifederalists, the first Congress and the first parties. Journal of Politics, 55(2), 295–327.

Arnold, P. E. (2011). Federalist no. 70: Can the public service survive in the contest between Hamilton’s aspirations and Madison’s reality?

Public Administration Review, 71, s105–s111.

Bilmes, L. J. (2011). Federalist nos. 67−77: How would Publius envision the civil service today? Public Administration Review, 71, s98–s104.

Bingham, L. B., & O’Leary, R. (2011). Federalist no. 51: Is the past relevant to today’s collaborative public? Public Administration Review,

71, s78–s82.

Boyne, G. A. (2004). Explaining public service performance: Does management matter? Public Policy and Administration, 19(4), 100–117.

Bryer, T. A. (2013). Designing social media strategies for effective citizen engagement: A case example and model. National Civic Review, 102

(1), 43–50.

Clemmitt, M. (2007). Universal coverage: Will all Americans finally get health insurance? CQ Researcher, 17(12), 265–288.

Cooper, M. H. (2004). Tobacco industry: Do ads and new products still target teen smokers?. CQ Researcher, 14(43), 1025−1048.

Donaldson, S. (2006). Outside, looking in. Public Integrity, 8(3), 207–214.

Ersoy, A. F. (2012). Mothers’ perceptions of citizenship, practices for developing citizenship conscience of their children and problems they

encountered. Educational Sciences: Theory & Practice, 12(3), 2120–2124.

Glaser, M. A., Hildreth, W., McGuire, B. J., & Bannon, C. (2011). Frederickson’s social equity agenda applied. Public Integrity, 14(1), 19–38.

Hoggett, P., Mayo, M., & Miller, C. (2006). Private passions, the public good and public service reform. Social Policy & Administration, 40(7),

758–773.

Jost, K. (2008). Gay marriage showdowns: Will voters bar marriage for same-sex couples? CQ Researcher, 18(33), 769–792.

Jost, K. (2010). Prosecuting terrorists. CQ Researcher, 20(10), 217−240.

Jost, K. (2013). Gay marriage: Will the Supreme Court end curbs on same-sex unions? CQ Researcher, 23(11), 257−280.

Katel, P. (2008). Affirmative action. CQ Researcher, 18(36), 841−864.

Koliba, C. J., Mills, R. M., & Zia, A. (2011). Accountability in governance networks: An assessment of public, private, and nonprofit emergency

management practices following Hurricane Katrina. Public Administration Review, 71(2), 210–220.

Light, P. C. (2011). Federalist no. 1: How would Publius define good government today? Public Administration Review, 71, s7–s14.

Light, P. C. (2011). Federalist no. 85: Has the national government become an “awful spectacle”? Public Administration Review, 71, s155–s159.

Lynn, L. E. (2009). Restoring the rule of law to public administration: What Frank Goodnow got right and Leonard White didn’t. Public

Administration Review, 69(5), 803−813.

Mantel, B. (2013). Gun control: Should lawmakers tighten firearm restrictions? CQ Researcher, 23(10), 233−256.

McCurdy, H. E. (2006). Vision and leadership: The view from science fiction. Public Integrity, 8(3), 257–270.

McGovern, K. (2011). The promise of administrative conservatorship vs. the threat of administrative evil in the mission of public service.

Public Integrity, 14(1), 51−66.

Menzel, D. C. (2006). The Katrina aftermath: A failure of federalism or leadership? Public Administration Review, 66(6), 808–812.

Modlin, S. (2011). Who really runs county government? The county manager in the budget formulation process. Public Administration & Management,

16(1), 21–45.

Morgan, D. F., Kirwan, K. A., Rohr, J. A., Rosenbloom, D. H., & Schaefer, D. L. (2010). Recovering, restoring, and renewing the foundations of

American public administration: The contributions of Herbert J. Storing. Public Administration Review, 70(4), 621–633.

Nagel, J. H. (1991). Psychological obstacles to administrative responsibility: Lessons of the MOVE disaster. Journal of Policy Analysis &

Management, 10(1), 1–23.

The new laboratories of democracy: How local government is reinventing civic engagement. Part one: Structure and form. (2009). National Civic

Review, 98(2), 3–8.

Newbold, S. P. (2011). Federalist no. 27: Is transparency essential for public confidence in government? Public Administration Review, 71,

s47–s52.

Pfeffer, J. (1992). Understanding power in organizations. California Management Review, 34(2), 29–50.

Posner, P. L. (2011). Federalist no. 30: What is to be done about the federal budget? Public Administration Review, 71, s53–s61.

Radin, B. A. (2011). Federalist no. 71: Can the federal government be held accountable for performance? Public Administration Review, 71,

s128–s134.

Riccucci, N. M. (2007). The ethical responsibilities of street-level bureaucrats under welfare reform. Public Integrity, 9(2), 155–173.

Rosenbloom, D. (2008). The politics–administration dichotomy in U.S. historical context. Public Administration Review, 68(1), 57–60.

Rosenbloom, D. H., O’Leary, R., &Chanin, J. (2010). The future of public administration and law in 2020. Public Administration Review, 70,

s314−s316.

Stillman, R. J., II. (1987). The constitutional bicentennial and the centennial of the American administrative state. Public Administration

Review, 47(1), 4–8.

Stivers, C. (2008). The significance of the administrative state. Public Administration Review, 68(1), 53–56.

Teachout, Z. (2012). Legalism and devolution of power in the public sphere: Reflections on Occupy Wall Street. Fordham Urban Law Journal, 39

(5), 1867–1894.

Ventriss, C., & Barney, S. M. (2003). The making of a whistleblower and the importance of ethical autonomy: James F. Alderson. Public

Integrity, 5(4), 355–368.

Warner, M. E. (2010). The future of local government: Twenty-first-century challenges. Public Administration Review, 70, s145–s147.

Wedel, J. R. (2011). Federalist no. 70: Where does the public service begin and end? Public Administration Review, 71, s118–s127.

Weeks, J. (2012). Farm policy: Does U.S. farm policy promote unhealthy eating? CQ Researcher, 22(29), 693–716.

Wright, B. E. (2007). Public service and motivation: Does mission matter? Public Administration Review, 67(1), 54−64.Find further information

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