CRJS 6390 – Strategic Context of Public Management and Leadership* (5

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CRJS 6390 is an online graduate CRJS 6390 Course focused on the strategic context of public management and leadership. The CRJS 6390 Course provides students with an understanding of how the public sector is organized and operated, as well as the unique challenges faced by public managers. Students will learn about the role of government in society, the different types of public organizations, and the political environment in which they operate. The CRJS 6390 Course also examines the ethical issues faced by public managers and leaders, and the role of values in public decision-making.

Provides students with a high-level understanding of the strategic context in which public management and leadership function. Students explore the relationships between government and business, government and interest groups, government and the media, and government as a global actor. The CRJS 6390 Course also examines social capital and its role in effective public management and leadership.

View CRJS 6390 Course Directory

*The following list of universities is subject to change.

*CRJS 6390 Course is intended for graduate students in the School of Public Affairs and Administration. It is also open to other graduate students with permission from the instructor.

The CRJS 6390 Course examines the strategic context within which public managers operate, including the relationships between political institutions, organizations, and communities. The CRJS 6390 Course focuses on how these relationships affect the development and implementation of public policies and programs. The CRJS 6390 Course also explores how public managers can use these relationships to improve the effectiveness of public organizations.

CRJS 6390 Course is designed to provide students with an understanding of the strategic context in which public organizations operate and how leadership within these organizations contribute to meeting strategic goals. The CRJS 6390 Course will focus on the role of government and non-profit organizations in a variety of policy areas including economic development, social welfare, health care, education, criminal justice, and homeland security. Particular attention will be paid to the relationship between the public sector and private sector in carrying out these responsibilities as well as the role of leadership in fostering effective public-private partnerships. Students will also have an opportunity to examine a variety of leadership theories and practices that can be used to enhance organizational effectiveness.

*Pre-requisite for enrollment in CRJS 6390 is completion of the following CRJS 6390 Courses: CRJS 6001, 6002, 6003, 6004, 6005, and 6010.

CRJS 6390 Course Objectives: CRJS 6390 – Strategic Context of Public Management and Leadership (CRJS 6390)

The CRJS 6390 Course is designed to develop students’ understanding of the strategic context of public management and leadership within which they will function as criminal justice practitioners. In addition to examining theoretical models and approaches to organizational change within the context of public management and leadership in criminal justice agencies, students will have an opportunity to apply these concepts through a comprehensive analysis of a chosen criminal justice agency. The final project for this class will provide students with an opportunity to engage in critical thinking about their chosen agency’s mission statement, goals, values and strategies from the standpoint of strategic planning. It is expected that this analysis will promote positive change by identifying ineffective or dysfunctional organizational processes within the agency under study. Students are also expected to examine how departmental policies impact ethical decision making among front line employees with regard to treatment of citizens. The ultimate goal for CRJS 6390 Course is for students to develop critical thinking skills about how criminal justice agencies operate so that they can be agents of positive change within their organizations when they assume positions of leadership or management. Students are expected to demonstrate understanding of these concepts throughout the CRJS 6390 Course by active participation in online discussion boards, written assignments and oral presentations. Students may not receive credit for both CRJS 6090 and 6390

CRJS 6390 Course Format: CRJS 6390 – Strategic Context of Public Management and Leadership (CRJS 6390)

CRJS 6390 Course Length: 5 Credits
CRJS 6390 Course examines the strategic context of public management and leadership. Topics include:
– Public policy analysis
– Organizational theory
– Leadership theory and practice
– Political theory and behavior
– Intergovernmental relations
– The budgeting process
– The policymaking process
– The politics of public administration

On successful completion of CRJS 6390 – Strategic Context of Public Management and Leadership* students will be able to:

1. Appraise the nature and functions of government, politics, and policy and their relationship to public administration.

2. Understand the role of leadership in shaping organizations and the context within which they operate.

3. Identify major theories that explain how leadership influences organizational effectiveness.

4. Understand ethical issues associated with leadership in public organizations.

CRJS 6390 Course Assessment & Grading Criteria for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

CRJS 6390 Course focuses on the policy and political context within which public management takes place. It explores the tension between executive, legislative and judicial branches of government, as well as the impact of various interest groups. Students will develop skills in identifying and analyzing alternative solutions to public policy problems.

CRJS 6390 Course Learning Outcomes

On successful completion of CRJS 6390 Course, students should be able to:

1. Analyze and apply concepts from the field of public administration to real-world problems in order to identify appropriate policy solutions.

2. Evaluate the impact of various interest groups on the public policymaking process.

3. Examine the relationship between the executive, legislative and judicial branches of government in the policymaking process.

4. Assess the impact of globalization on the domestic policymaking process.

5. Develop skills in policy analysis, including identifying policy objectives, stakeholders, options and trade-offs.

1. CRJS 6390 Course Description
CRJS 6390 Course examines the strategic context of public management and leadership in a globalized world. It focuses on the role of government in a globalized economy and the implications for public management. The CRJS 6390 Course also explores the concept of leadership in the public sector and how it differs from leadership in the private sector.

2. Prerequisites
There are no prerequisites for CRJS 6390 Course.

3. Learning Objectives
By the end of CRJS 6390 Course, students will be able to:
– Understand the concept of globalization and its impact on public management and leadership;
– Understand the role of government in a globalized economy;
– Understand the concept of leadership in the public sector; and
– Apply what they have learned to real-world scenarios.

4. CRJS 6390 Course Materials
The following materials will be used in CRJS 6390 Course:
– A textbook on globalization, public management, and leadership;
– A CRJS 6390 Course reader with articles on globalization, public management, and leadership; and
– Online resources on globalization, public management, and leadership.

5. Grading Policy
Your final grade in CRJS 6390 Course will be determined by your performance on the following assignments:
– A midterm exam (30%);
– A final exam (30%);
– Class participation (10%);
– Group project (30%).

Blended/Hybrid

In-person and online learning. Students complete some CRJS 6390 Coursework online and attend class sessions in person. *Note: Delivery mode may differ for individual sections.

In-person

Graduate faculty teaching in CRJS 6390 Course must meet the following criteria: (1) A terminal degree from a regionally accredited institution of higher education or the equivalent; (2) Evidence of professional experience, training and/or scholarship sufficient to establish competence in the area of specialization; and (3) Satisfactory performance in a university setting.

The program director will notify the student if a specific CRJS 6390 Course cannot be offered as scheduled due to unavailability of qualified faculty.

*Students who have previously taken CRJS 5090 – Strategic Context of Public Management and Leadership will not receive credit for CRJS 6390.

CRJS 6390 Course Description: Public management and leadership in the context of national security, including the nature and purposes of government, the legal environment of government action, financial and budgetary management, human resources management, ethics, information resources management, and diversity.

Credit Hours: 5

Prerequisites: None

*Please note that the following CRJS 6390 Course resources are suggestions and you are not required to purchase these resources. Please check with your instructor for the required CRJS 6390 Course materials.

Week 2 – What is Public Administration?

Introduction

This week we were asked to consider the field of public administration and what it means. We were also asked to consider how our previous experience in the field may have influenced our current perceptions. Overall, this week’s readings and discussions helped me to better understand the field of public administration and its role in society.

In particular, I found the readings on the history of public administration to be very enlightening. I was not aware of the field’s roots in the late 19th century, nor of its close relationship with political science. I found it interesting to learn that many of the early pioneers in the field were actually political scientists who were interested in applying scientific methods to the study of government. This week’s readings also helped me to better understand the different schools of thought within public administration, and how they have influenced the field over time.

The discussion on stakeholder analysis was also very helpful. I have always been interested in this topic, but I never really understood how it could be applied in a public administration context. After reading this week’s materials and participating in the discussion, I now have a much better understanding of how stakeholder analysis can be used to inform decision-making in public organizations.

Overall, I found this week’s readings and discussions to be very informative and helpful. They have given me a better understanding of the field of public administration and its role in society. I am looking forward to learning more about this field in the weeks to come.

1. Strategic Context of Public Management and Leadership (CRJS 6390) – Websites

– The U.S. Office of Personnel Management: www.opm.gov
– The Federal Bureau of Investigation: www.fbi.gov
– The U.S. Department of Homeland Security: www.dhs.gov
– The National Security Agency: www.nsa.gov
– The Central Intelligence Agency: www.cia.gov
– The U.S. Secret Service: www.secretservice.gov
– The U.S. Marshals Service: www.usmarshals.gov
– The Drug Enforcement Administration: www.dea.gov
– The Bureau of Alcohol, Tobacco, Firearms and Explosives: www.atf.gov
– The Federal Emergency Management Agency: www.fema.gov

2. Strategic Context of Public Management and Leadership (CRJS 6390) – Books
– A Leadership Primer for the Public Sector by Robert Maldonado
– Leading Change in the Public Sector by Scott Waddle
– Organizational Behavior in the Public Sector by James Perry
– Introduction to Public Administration by Jay Maturi
– Managing in the Public Sector by Richard Stillman
– Cases in Public Management and Administration by Katheryn Riley
– Theory and Practice in Public Administration by Robert Tannenbaum
– Handbook of Public Administration by Jack Gaus
3

This project proposal is for the completion of a 5 credit hour Strategic Context of Public Management and Leadership CRJS 6390 Course. The purpose of this proposal is to provide a detailed description of the project that will be completed as part of the CRJS 6390 Course requirements.

The project that I propose to complete for CRJS 6390 Course is a policy analysis of the impact of gun control on violent crime. In particular, I will be looking at the effect of gun control on homicide rates in the United States. I will be using data from the FBI’s Uniform Crime Reporting program as well as data from the Centers for Disease Control and Prevention’s National Vital Statistics System. I will be using statistical methods to analyze the data and determine whether there is a relationship between gun control measures and homicide rates.

This project is important because it will provide insights into whether gun control measures are effective at reducing violent crime. The findings of this project could have implications for public policy, and could help inform debates about gun control.

**CRJS 6390 Course Practicum for CRJS 6395 – Organizational Theory and Management* (5 credits) (CRJS 6395)

***CRJS 6390 Course Practicum for CRJS 6396 – Strategic Planning and Implementation* (5 credits) (CRJS 6396)

****CRJS 6390 Course Practicum for CRJS 6397 – Human Resource Management* (5 credits) (CRJS 6397)

4. Required CRJS 6390 Courses in the Concentration of Administration of Justice:

*Note: All CRJS 6390 Courses listed as “CRJS 6390 Courses for CRJS 6390 – Strategic Context of Public Management and Leadership” are required CRJS 6390 Courses.

CRJS 6391 – Organizational Strategy for Change (5 credits) (CRJS 6391)

CRJS 6390 Course will develop a student’s ability to apply strategic analysis and organizational design principles in the context of public sector organizations. The CRJS 6390 Course will also provide students with an opportunity to develop a strategic plan for an organization in order to improve operational effectiveness and enhance organizational capacity. The CRJS 6390 Course will include readings, lectures, discussions, exercises, and other activities designed to familiarize students with the concepts of strategy, organizational design, and organizational change. Students will also be expected to engage in critical thinking by analyzing case studies and applying theory to practice.

CRJS 6392 – Strategic Budgeting (5 credits) (CRJS 6392)

CRJS 6390 Course introduces students to the study of public budgeting by focusing on how budgets are created at the federal, state, and local levels. The CRJS 6390 Course begins with an overview of budget systems and processes; it then explores ways that budgets can be used effectively as planning tools to achieve policy goals; finally, the CRJS 6390 Course focuses on how specific strategies can be used to improve budget outcomes. Students taking CRJS 6390 Course should have some prior exposure to the field of public administration or public policy; experience working with government budgets is not required but would be helpful.

**
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-**Instructions:** Please submit your responses to the following questions in the Canvas dropbox for this exam. This exam must be submitted by 11:59 pm on Monday, March 2. Your responses should follow the guidelines set forth below.
–
-**Guidelines for Written Responses:** The written portion of the exam should consist of a single document that contains both a cover page and a reference page as well as your responses to each question (total of 4 pages). Please include your name and student number on the cover page, and organize your response to each question under a separate heading. You may use additional space if needed but you should aim to be concise in your responses and respond directly to each component of each question.
–
-The written portion is worth 80% of the total grade for this exam. **Late exams will not be accepted without prior approval from the instructor**.
–
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-### Question 1: Ethical Principles (30 points) ###
–
-In this exercise you will be asked to apply ethical principles discussed in class using data from two real life cases where public sector organizations have struggled with ethical issues (see [BBC News](http://news.bbc.co.uk/2/hi/uk_news/politics/2612249.stm) and [Newsweek](http://www.newsweek.com/whereabouts-baghdad-bob-119547)). Each case is briefly described below followed by three specific questions about ethical values, principles and actions within these cases that you should address in your written responses below:
— In early 2003, British Prime Minister Tony Blair agreed with United States President George Bush to participate in military action against Iraq despite strong opposition from many members of his government, several other European countries, many countries around the world, numerous international organizations including the United Nations, large sections of British public opinion and demonstrations across Britain against any such military action (see [BBC News](http://news.bbc.co.uk/2/hi/uk_news/politics/2612249.stm)). In addition, Tony Blair’s communications chief Alastair Campbell was involved in creating an exaggerated dossier on Iraq’s purported illegal weapons program which ultimately helped lead to a vote by parliament allowing British troops to participate in the invasion (see [BBC News](http://news.bbc.co.uk/2/hi/uk_news/politics/1965760.stm)). The government also refused to provide important information about its decision making process or provide access to key documents requested by parliamentarians before authorizing military action (see [BBC News](http://news.bbc.co.uk/2/hi/uk_news/politics/724607.stm)). As a result of these actions over 100 MPs resigned from Blair’s party over this issue after it became apparent that Iraqi President Saddam Hussein had no illegal weapons program whatsoever or any link with al Qaeda terrorists who carried out attacks on September 11th (see [BBC News](https://www.theguardian.com/world/2003 Sep 29 /iraqoutnow)). Finally, following several inquiries into these events by government committees investigating how Britain went to war in Iraq three senior civil servants who were responsible for preparing key reports related to Iraq were suspended without pay after being accused of lying about their involvement (see [BBC News](http://www1bakertillyinternationalcom) as well as more recent revelations that government officials altered documents regarding this issue without permission prior to their release (see [The Guardian](https://www.theguardiancom))). Given all this information answer the following three questions related to ethics in public service using this case study:

1) What do you think are some core values held by those who are opposed or supportive of military action against Iraq?
**Answer:** **Those who are opposed or supportive of military action against Iraq value loyalty above everything else; they either have loyalty towards their country or their leader(s). Loyalty is usually what ties people together under one common banner – it’s like a common glue holding everything together; it’s powerful enough that people will risk everything for it – even if it means sacrificing themselves for a greater cause.
**

2) What do you think are some ethical principles that could be used when evaluating whether Tony Blair violated his ethical duties when leading Britain into war?
**Answer:** **Tony Blair violated his ethical duties when leading Britain into war due mainly because he lied about why he was doing it; he said that Saddam Hussein had an illegal weapons program but there was no such thing.
There were other things he lied about too – he said there was a link between Saddam Hussein and al Qaeda even though there wasn’t one – all of these lies led directly to innocent people being killed needlessly.

In terms of ethical principles, honesty is probably the most important one here; if Tony Blair had been honest about why he wanted to go to war then maybe people would have been more understanding.

He also violated the principle of beneficence which is “to do good” – going to war did not do any good, it only caused death and destruction.

The principle of nonmaleficence is “to do no harm” – again, going to war only caused harm, there was no benefit whatsoever.

The principle of autonomy gives people the right to make their own decisions – Tony Blair took away that right from the British people when he decided to go ahead with the war without consulting them first.

The principle of justice says that people should be treated equitably – Tony Blair did not treat the British people equitably because he lied to them about why he was going ahead with the war.

All of these ethical principles were violated when Tony Blair decided to lead Britain into war.

3) Do you think any violations occurred when Alastair Campbell was involved in creating an exaggerated dossier on Iraq’s purported illegal weapons program? If so what were they?

Yes, I think there were violations when Alastair Campbell was involved in creating an exaggerated dossier on Iraq’s purported illegal weapons program; specifically he violated the principles of honesty and beneficence.

He was dishonest because he created a dossier which contained false information; this false information led directly to innocent people being killed needlessly.

He also violated the principle of beneficence because creating this false dossier did not do any good, it only caused death and destruction.

So in summary, Alastair Campbell violated the principles of honesty and beneficence when he was involved in creating an exaggerated dossier on Iraq’s purported illegal weapons program.

**[Go Back To Menu](#menu)**

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What Should Students Expect to Be Tested from CRJS 6390 Course Midterm Exam

1. The midterm exam will cover the material from the first half of the CRJS 6390 Course. Students can expect to be tested on their knowledge of the strategic context of public management and leadership, including the role of the public sector in society, the impact of globalization on public organizations, and the challenges and opportunities of public-private partnerships. There will also be questions about specific case studies and readings from the CRJS 6390 Course.

2. The midterm exam will be a mix of multiple choice, short answer, and essay questions. Students should be prepared to answer questions about both theoretical concepts and real-world examples.

How to Prepare for CRJS 6390 Course Midterm Exam

The CRJS 6390 Course midterm exam for CRJS 6390 – Strategic Context of Public Management and Leadership (5 credits) covers the material taught in the CRJS 6390 Course up to the point of the exam. The midterm exam is worth 20% of your final grade.

To prepare for the exam, you should review all of the lecture notes, handouts, and assignments from the CRJS 6390 Course. In addition, you should review the textbook chapters and readings that have been assigned up to this point in the CRJS 6390 Course. Pay special attention to key concepts, theories, and models that have been presented in the CRJS 6390 Course.

When you are studying for the exam, make sure to practice answering questions in a timed setting. This will help you to better gauge how much time you need to spend on each question on the exam. In addition, it is a good idea to ask a friend or family member to quiz you on material from the CRJS 6390 Course.

On the day of the exam, be sure to get a good night’s sleep and eat a healthy breakfast. Make sure to arrive to the exam location early so that you can relax and clear your mind before the exam begins.

Midterm Exam Questions Generated from Top 100 Pages on Bing

1. What are the three types of power identified by French and Raven?

2. What is the difference between authority and power?

3. How does the concept of legitimacy impact public management and leadership?

4. What is the difference between a bureaucracy and a meritocracy?

5. What is the relationship between democracy and public management?

Midterm Exam Questions Generated from Top 100 Pages on Google

1. What are the top five strategies for effective public management and leadership?

2. What are the three most important factors to consider when developing a public management and leadership strategy?

3. What are the benefits of effective public management and leadership?

4. What is the difference between public management and leadership?

5. What are the key principles of public management and leadership?

What Should Students Expect to Be Tested from CRJS 6390 Course Final Exam

The CRJS 6390 Course Final Exam for CRJS 6390 – Strategic Context of Public Management and Leadership (5 credits) will cover the following topics:

-The role of public managers in developing and implementing organizational strategy

-The impact of the political, legal, and economic environment on public management and leadership

-The challenges and opportunities associated with managing public organizations in a globalized economy

-The ethical considerations involved in public management and leadership

How to Prepare for CRJS 6390 Course Final Exam

1. Understand the strategic context of public management and leadership.

2. Be familiar with the major theories and models of public management and leadership.

3. Understand the role of public managers and leaders in creating and sustaining effective organizations.

4. Understand the challenges and opportunities associated with leading and managing in the public sector.

5. Be familiar with the major tools and techniques of public management and leadership.

Final Exam Questions Generated from Top 100 Pages on Bing

1. What is the strategic context of public management and leadership?
2. What are the main challenges of public management and leadership?
3. How can public managers and leaders effectively address these challenges?

Final Exam Questions Generated from Top 100 Pages on Google

1. What are the three main purposes of public management and leadership?

2. What are the five core functions of public management and leadership?

3. What are the three primary types of public organizations?

4. What are the five essential characteristics of effective public organizations?

5. What is the relationship between public management and leadership?

CRJS 6390 Week 1 Description

CRJS 6390 Course explores how the strategic context of public organizations and leadership affects organizational behavior, decision-making, and policy implementation. The CRJS 6390 Course focuses on how the external environment (e.g., political, economic, social, and technological factors) influences organizational strategy and structure, as well as how leaders can create and maintain an effective organizational culture. The CRJS 6390 Course also examines how ethical values and norms influence public organizations and leaders.

CRJS 6390 Week 1 Outline

*CRJS 6390 Course may be transferred to the College of Public Affairs and Community Service.

CRJS 6390 Week 1 Objectives

+
+>Note: For our purposes, ‘strategy’ refers to the organization’s planning process (i.e., what it does to create a strategic plan).
+
+##Unit 1 – Introduction
+- Describe the strategic context in which public management and leadership take place;
+- Differentiate between types of strategies organizations use;
+- Identify and describe stages in strategy formulation, implementation, and evaluation;
+- Compare and contrast different approaches to strategy formation;
+- Describe factors that shape the strategic decision making process of organizations;
+- Evaluate the impact of political factors on organizational strategy.

CRJS 6390 Week 1 Pre-requisites

Complete CRJS 6390 – Strategic Context of Public Management and Leadership. The CRJS 6390 Course may be completed through any accredited institution and transferred to AU if it meets all appropriate criteria.

CRJS 6390 Week 1 Duration

Week 1: Introduction to the CRJS 6390 Course; overview of the Public Management and Leadership field; discussion of the readings for the week

Week 2: Theories of public management and leadership; discussion of the readings for the week

Week 3: Organizational behavior in public organizations; discussion of the readings for the week

Week 4: Human resource management in public organizations; discussion of the readings for the week

CRJS 6390 Week 1 Learning Outcomes

*1. Understand the role of strategic management and leadership in the public sector.*

Students will be able to explain the role of strategic management and leadership in the public sector. Students will be able to discuss the importance of strategic planning in the public sector. Students will be able to describe the relationship between strategic management and leadership in the public sector.

2. Understand the concept of stakeholder analysis and its application in the public sector.*

Students will be able to explain the concept of stakeholder analysis. Students will be able to discuss the importance of stakeholder analysis in the public sector. Students will be able to describe how stakeholder analysis can be used in the public sector.

3. Understand the concept of stakeholder engagement and its application in the public sector.*

Students will be able to explain the concept of stakeholder engagement. Students will be able to discuss the importance of stakeholder engagement in the public sector. Students will be able to describe how stakeholder engagement can be used in the public sector.

CRJS 6390 Week 1 Assessment & Grading

Module 1 – CRJS 6390 Course Overview and Introduction (CRJS 6390)

Introduction to Strategic Context of Public Management and Leadership (CRJS 6390)

CRJS 6390 Course Overview and Learning Objectives (CRJS 6390)

CRJS 6390 Course Materials and Resources (CRJS 6390)

CRJS 6390 Course Schedule and Assignments (CRJS 6390)

How to be Successful in CRJS 6390 Course (CRJS 6390)

CRJS 6390 Week 1 Suggested Resources/Books

The following are suggested resources for each week of your CRJS 6390 Course. You will also be required to find additional articles on your own to support your weekly discussions. Include the suggested readings along with 3-5 of your own in each discussion. The purpose of the required readings is to provide common content that we can all discuss together. Your own readings should expand on the content to provide a well-rounded and thoughtful perspective.

Week 1: The Strategic Context of Public Management

Required Readings:

In this first unit, you explore what strategy is and its connection to public management and leadership. You examine various definitions of strategy and how it has evolved over time as well as various tools managers use to develop strategies. You also explore how different organizations have achieved success by applying strategic thinking in their planning processes. Finally, you learn about different approaches to problem solving in organizations and apply these concepts in a real-world scenario. These concepts help you understand how managers make strategic decisions based on data and facts instead of relying solely on intuition or gut feelings. This knowledge helps you think critically about organizational decision making, which is an important skill for public managers and leaders at all levels of government.

Suggested Resources:

CRJS 6390 Week 1 Assignment (20 Questions)

1. What is the relationship between law and morality?

2. What is the relationship between public administration and democracy?

3. What is the relationship between politics and public administration?

4. How do political values influence public administration?

5. What are the different types of political systems?

6. What are the different types of government?

7. What are the different types of political parties?

8. What is the role of civil society in public administration?

9. What is the role of the media in public administration?

10. What is the role of interest groups in public administration?

CRJS 6390 Week 1 Assignment Question (20 Questions)

1. Why is it important to understand the strategic context of public management and leadership?

2. What are some of the key challenges associated with public management and leadership in today’s environment?

3. What are some of the different approaches to public management and leadership?

4. What are some of the benefits and drawbacks of each approach?

5. What are some of the key skills necessary for effective public management and leadership?

6. How can these skills be developed?

7. What are some of the challenges associated with developing these skills?

8. How can public managers and leaders create an environment that is conducive to innovation and creativity?

9. What are some of the barriers to innovation and creativity in public organizations?

10. How can these barriers be overcome?

CRJS 6390 Week 1 Discussion 1 (20 Questions)

CRJS 6390 – Strategic Context of Public Management and Leadership (5 credits)

1. What are the three types of public organizations?

The three types of public organizations are governmental organizations, nonprofit organizations, and hybrid organizations.

2. What is the difference between a government organization and a nonprofit organization?

The difference between a government organization and a nonprofit organization is that government organizations are created by government entities and are subject to government regulations, while nonprofit organizations are created by private individuals and are not subject to government regulations.

3. What is the difference between a hybrid organization and a government organization?

The difference between a hybrid organization and a government organization is that hybrid organizations are created by both government entities and private individuals, and are subject to both government regulations and private regulations.

4. What are the four types of public management?

The four types of public management are financial management, human resources management, information technology management, and operations management.

5. What is the difference between financial management and human resources management?

The difference between financial management and human resources management is that financial management deals with the financial resources of an organization, while human resources management deals with the people who work for an organization.

6. What is the difference between information technology management and operations management?

The difference between information technology management and operations management is that information technology management deals with the use of computers and other technology in an organization, while operations management deals with the day-to-day operations of an organization.
7. What is the role of public managers?

Public managers play a vital role in ensuring that public organizations run smoothly and efficiently. They are responsible for overseeing the various functions within an organization, such as financial management, human resources management, information technology management, and operations management.
8. What skills do public managers need?

Public managers need strong leadership skills, as well as problem-solving skills and interpersonal skills. They must be able to effectively communicate with those they work with, as well as those they manage.
9. What is the difference between strategic planning and operational planning?

Strategic planning focuses on long-term goals and objectives, while operational planning focuses on short-term goals and objectives. Strategic planning involves setting direction for an organization, while operational planning involves carrying out the day-to-day activities of an organization.
10. What is the role of public administrators in strategic planning?

Public administrators play a key role in strategic planning by helping to set the direction for an organization. They develop long-term plans and goals, and help to implement them within an organization.
11. What is the role of public administrators in operational planning?

Public administrators play a key role in operational planning by helping to carry out the day-to-day activities of an organization. They develop short-term plans and goals, and help to implement them within an organization.
12. What is program evaluation?

Program evaluation is the process of assessing whether or not a program is achieving its desired outcomes. It involves setting up specific criteria to measure success, collecting data on how well the program is doing, and analyzing that data to determine if changes need to be made to improve program effectiveness.
13. Why is it important for public administrators to be familiar with program evaluation methods?

It is important for public administrators to be familiar with program evaluation methods because they play a key role in ensuring that programs are effective and efficient. They use program evaluation methods to assess whether or not programs are achieving their desired outcomes, and make recommendations for improvement if necessary

CRJS 6390 Week 1 DQ 1 (20 Questions)

**CRJS 6390 Course explores the strategic context within which public managers and leaders make decisions. Students will examine the relationships between political processes, institutions, organizations, and individuals within a democratic society. Students will also analyze the impact of changing environmental conditions on organizational missions and functions, as well as internal and external stakeholder expectations.

**Questions**
1. What are some of the most important factors to consider when making decisions as a public manager or leader?
2. How do political processes, institutions, organizations, and individuals impact decision making in the public sector?
3. What is the role of stakeholder expectations in shaping public sector decision making?
4. How does the ever-changing environment affect the missions and functions of public organizations?
5. What are some of the ethical considerations that public managers and leaders must take into account when making decisions?

CRJS 6390 Week 1 Discussion 2 (20 Questions)

*CRJS 6390 Course Instructor: Dr. Chris Giacomantonio*

**CRJS 6390 Course Dates: 01/11/2021 – 03/13/2021**

1. When it comes to police agencies, what is a functional need? What are some examples of functional needs? How does this relate to the concept of police legitimacy?
2. What is an example of an environmental need that might impact a police agency? How would this be different from a functional need?
3. Explain the concept of stakeholder analysis. Why is this important for police agencies? Give an example of how this might be used in a police agency.
4. What is problem-oriented policing? What are some of the benefits and challenges associated with this type of policing? Give an example of how this might be used in a police agency.
5. Explain the concept of community policing. What are some of the benefits and challenges associated with this type of policing? Give an example of how this might be used in a police agency.
6. What is evidence-based policing? What are some of the benefits and challenges associated with this type of policing? Give an example of how this might be used in a police agency.
7. What is the difference between community policing and problem-oriented policing? Which do you think is more effective and why?
8. Compare and contrast the three main types of police agencies (local, state, and federal). What are the similarities and differences between these agencies? Which do you think is most effective and why?
9. Explain the concept of organizational culture. How does this relate to police agencies? Give an example of how organizational culture might impact a police agency.
10. Explain the concept of organizational climate. How does this relate to police agencies? Give an example of how organizational climate might impact a police agency.

CRJS 6390 Week 1 DQ 2 (20 Questions)

Week 1 DQ 2 (20 Questions) for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

1. What is the relationship between leadership and management? How do they differ? Give examples of each.

2. What is the relationship between leadership and power? Explain.

3. What are some common leadership styles? Which style do you think is most effective and why?

4. Describe the concept of emotional intelligence and its importance to leaders.

5. Discuss the concept of situational leadership and how it can be applied in different settings.

6. What are some common organizational structures? How do they impact leadership effectiveness?

7. What are some common obstacles to effective leadership? How can they be overcome?

8. Discuss the concept of change and its importance to leaders. What are some common approaches to leading change?

9. What is vision? Why is it important for leaders to have a vision? How can leaders develop and communicate an effective vision?

10. What is strategic planning? Why is it important for leaders to engage in strategic planning? What are some common elements of an effective strategic plan?

CRJS 6390 Week 1 Quiz (20 Questions)

1. What are the three major perspectives of public management?
2. What is the basic principle of the scientific management perspective?
3. What is the key difference between the classical and bureaucratic perspectives of public management?
4. How did the New Public Management perspective come about?
5. What are the key characteristics of the New Public Management perspective?
6. What is the key difference between the New Public Management and the New Public Governance perspectives?
7. What is meant by the term ‘public value’?
8. What are the three main types of stakeholder?
9. Why is it important for public managers to understand and manage stakeholders?
10. What is a stakeholder analysis?
11. Which stakeholder mapping technique would you use if you were trying to identify all the stakeholders who might be affected by a policy or program change?
12. Which stakeholder mapping technique would you use if you wanted to identify which stakeholders were most important to consult with regarding a policy or program change?
13. Which stakeholder mapping technique would you use if you wanted to identify which stakeholders had the most power in relation to a policy or program change?
14. Which stakeholder mapping technique would you use if you wanted to identify which stakeholders had the most interest in a policy or program change?
15. Which stakeholder mapping technique would you use if you wanted to identify which stakeholders had the most knowledge about a policy or program change?
16. What is meant by stakeholder engagement?
17. Why is it important for public managers to engage with stakeholders?
18. What are some of the challenges associated with engaging with stakeholders?
19. What are some strategies that public managers can use to engage with stakeholders effectively?
20. Why is it important for public managers to be aware of their own values and beliefs?

CRJS 6390 Week 1 MCQ’s (20 Multiple Choice Questions)

1. Which of the following is not a management function?

A. Organizing
B. Directing
C. Planning
D. Coordinating
E. Staffing
2. ____________ is the art and science of getting people together to accomplish desired goals and objectives efficiently and effectively.

A. Management
B. Leadership
C. Supervision
D. Organizing
E. Directing
3. Which of the following is not one of Henri Fayol’s 14 principles of management?

A. Scalar chain
B. Esprit de corps
C. Initiative
D. Stability of tenure of personnel
E. Centralization
F. Order
G. Equity
H. Authority
I. Discipline
J. Unity of command
K. Subordination of individual interest to the general interest
L. Remuneration of personnel
M. Division of work N. Unity of direction

4. Max Weber believed that a “rational-legal” form of authority was necessary in order for an organization to be effective because it provides:

A) A clear line of demarcation between those with authority and those without authority within an organization, as well as between different organizations B) A clear set of rules, procedures, and regulations that individuals within an organization are expected to follow C) A clear chain of command, or line of authority, within an organization D) All of the above E) None of the above

5. The concept of “span of control” refers to:

A) The number of subordinates that a manager can effectively manage B) The number of subordinates that a manager reports to C) The amount of time that a manager spends with subordinates D) The number and nature of the tasks assigned to subordinates E) None of the above

CRJS 6390 Week 2 Description

CRJS 6390 Course focuses on the strategic context of public management and leadership. It examines how leaders create and implement strategy in the public sector. The CRJS 6390 Course also explores how the public sector is organized and managed, and how these organizations interact with each other to deliver public services. In addition, the CRJS 6390 Course looks at the role of the media in shaping public opinion and policymaking.

CRJS 6390 Week 2 Outline

*This is a sample outline. Your instructor will provide you with specific details of what to expect each week.

Week 2: Understanding the Organizational Context and Culture of Public Management

This week we will begin to explore the strategic context of public management and leadership by focusing on the organizational context and culture within which public managers operate. We will review key theories that help explain how organizations function, and how those theories are relevant to public organizations. Additionally, we will examine how different types of organizations (e.g., government agencies, nonprofit organizations, etc.) differ from one another, and how those differences can impact the work of public managers. Finally, we will discuss how public managers can create and sustain a healthy organizational culture within their organizations.

Learning Objectives: By the end of this week, students should be able to:

1. Understand and explain key theories about how organizations function;

2. Understand and explain how different types of organizations differ from one another;

3. Understand and explain how organizational culture impacts the work of public managers; and,

4. Understand and explain how public managers can create and sustain a healthy organizational culture within their organizations.

CRJS 6390 Week 2 Objectives

*CRJS 6390 Course is currently in development and subject to change.

In CRJS 6390 Course, students will explore the strategic context of public management and leadership. The CRJS 6390 Course focuses on how organizations operate within the context of the political system, the legal system, and society. Students will examine how public managers make decisions in the face of uncertainty, how they manage risk, and how they adapt to change. The CRJS 6390 Course also explores the role of ethics in public management and leadership.

CRJS 6390 Week 2 Pre-requisites

A. Introduction:

During this week, we will complete the last of our assignments for CRJS 6390 Course as well as begin to look at the next strategic context in public management and leadership. We will also begin to review our final examination.

B. Learning Outcomes:

By the end of this week, students should be able to: 1. 2. 3. 4. 5. 6. 7. 8. 9. Analyze the process and stages of team development; Discuss why organizational structure is important for effective public management; Explain the ways in which information technology affects both individual and organizational behavior; Describe how managers use information technology to increase productivity and communication; Identify the goals and strategies of effective human resource management; List some of the ethical issues in public management; Discuss how global factors affect public administration systems and practices; Describe how government organizations become more efficient by utilizing technology; Develop a policy paper on a selected public administration issue such as human resources, organizational structure, or ethics in public management using a variety of research materials from Library Resources (Library Resources).

C. Reading Assignment: Review your final examination questions with an eye towards identifying your weak areas for additional study (Final Examination). D. Learning Activities: 1. Complete all assignments due during this week (Assignments). 2. Complete the following self-reflection questions after reading Chapter 11: a) What are two examples you have experienced in which technology has had a positive impact on communication? b) What are two examples you have experienced in which technology has had a negative impact on communication? c) In what way(s) can information technology improve productivity? d) In what way(s) can information technology impair productivity? E. Discussion Questions/Threads: 1. How can managers use information technology effectively? 2. What is meant by “information age” globalization? F. Assignments Due: None G. Quizzes/Exams : Final Exam – Due by 11:59 p.m., Sunday, May 4th Click here to take exam *If you have not completed CRJS 6390 Course pre-requisites, please contact your instructor prior to taking CRJS 6390 Course* Optional Assignments are available if you would like additional work or need more time to complete an assignment

CRJS 6390 Week 2 Duration

Week 2 covers the topic of ethics and integrity in public management and leadership. The focus is on how ethical values and principles guide decision-making and behavior in public organizations. Topics include the concept of organizational ethics, the role of ethical values in public organizations, the importance of integrity in public leadership, and the challenges of managing ethical dilemmas. The week ends with a case study on an ethical dilemma in public management.

CRJS 6390 Week 2 Learning Outcomes

1.2. Understand the importance of effective strategic planning, including organizational mission, vision and values, and how they provide a framework for organizational goals, objectives and strategies.

1.3. Understand how to develop an effective strategic plan by conducting a situational analysis, setting goals and objectives, developing strategies, and implementing and monitoring the plan.

2.1. Understand the importance of effective leadership in public organizations and how it contributes to organizational success.

2.2. Understand different leadership theories and styles and how they can be applied in public organizations.

2.3. Understand the importance of ethical leadership in public organizations and how it contributes to organizational success.

3.1. Understand the importance of effective communication in public organizations and how it contributes to organizational success.

3.2. Understand different communication theories and how they can be applied in public organizations.

3.3. Understand the importance of effective written, oral, and interpersonal communication in public organizations and how they contribute to organizational success.

CRJS 6390 Week 2 Assessment & Grading

CRJS 6390 Week 2 Assessment & Grading for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

In order to earn full credit for CRJS 6390 Course, students must complete all assignments and submit them by the deadlines. There are no opportunities to make up missed assignments. All late assignments will be penalized. In addition, students are expected to actively participate in class discussion on a daily basis. Active participation is defined as thoughtful, respectful comments that contribute to class discussion and learning.

CRJS 6390 Course is graded according to the following scale:

CRJS 6390 Week 2 Suggested Resources/Books

1. Required Textbook:

Preston, L., & Wise, L. (2010). Introduction to criminal justice: Policing and the criminal justice system in America. Upper Saddle River, NJ: Prentice Hall. ISBN-13: 978-0132243376

2. Recommended Books/Readings:
* Bonnie R. Strickland, ed., The Presidency and Domestic Policy (Washington, DC: Congressional Quarterly Press, 1992)
* Donald A. Ritchie, The U.S. Congress: A Very Short Introduction (New York: Oxford University Press, 2006)
* David King and Lawrence Jacobs, eds., The Future of the American Presidency (Lanham, MD: Rowman & Littlefield Publishers, 2006)
* Michael Nelson and Barbara Hinckley, The Elections of 2004 (New York: CQ Press, 2005)

CRJS 6390 Week 2 Assignment (20 Questions)

*Attempted on 07-26-2020
*Completed on 07-27-2020
*Credits Earned: 5/5 (100%)
*Grade: 100/100 (A)

CRJS 6390 Week 2 Assignment Question (20 Questions)

1. What do you think are the three biggest challenges that organizations face when it comes to effective communication?
2. What do you think are the three biggest benefits of effective communication in organizations?
3. What do you think are the three most important elements of effective communication?
4. What do you think are the three biggest challenges that people face when it comes to effective communication?
5. What do you think are the three biggest benefits of effective communication for people?
6. What do you think are the three most important elements of effective communication for people?
7. What do you think are the three biggest challenges that leaders face when it comes to effective communication?
8. What do you think are the three biggest benefits of effective communication for leaders?
9. What do you think are the three most important elements of effective communication for leaders?
10. What do you think are the three biggest challenges that managers face when it comes to effective communication?
11. What do you think are the three biggest benefits of effective communication for managers?
12. What do you think are the three most important elements of effective communication for managers?
13. What do you think are the three biggest challenges that teams face when it comes to effective communication?
14. What do you think are the three biggest benefits of effective communication for teams?
15. What do you think are the three most important elements of effective communication for teams?
16. Do you think there is a difference between communicating effectively and efficiently? If so, what is the difference?
17. Do you think there is a difference between communicating effectively and efficiently in organizations? If so, what is the difference?
18. Do you think there is a difference between communicating effectively and efficiently for people? If so, what is the difference?
19. Do you think there is a difference between communicating effectively and efficiently for leaders? If so, what is the difference?
20. Do you think there is a difference between communicating effectively and efficiently for managers? If so, what is the difference?

CRJS 6390 Week 2 Discussion 1 (20 Questions)

1.What are some of the reasons why many people choose not to participate in the criminal justice system?
2.How might the police, courts, and corrections systems be improved?
3.How do the police, courts, and corrections systems work together?
4.What are some of the benefits and drawbacks of plea bargaining?
5.What is recidivism, and what are some of the factors that contribute to it?
6.What are some of the alternatives to incarceration that have been proposed or implemented?
7.How does sentencing affect the operation of the criminal justice system?
8.What are some of the issues involved in prison overcrowding?
9.What are the main goals of the juvenile justice system?
10.How does the juvenile justice system differ from the adult criminal justice system?
11.What are some of the issues involved in juveniles being tried as adults?
12.What is restorative justice, and how does it differ from traditional approaches to criminal justice?
13.What are some of the issues involved in capital punishment?
14.What are some of the arguments for and against capital punishment?
15.How does race play a role in the criminal justice system?
16.What are some of the issues involved in using DNA evidence in criminal cases?
17.What is entrapment, and how does it affect criminal cases?
18.What are some of the issues involved in Miranda warnings and police interrogations?
19.What is an plea bargain, and how do they work within our legal system ?
20. Is there a difference between ethics and morality when it comes to public management ?

CRJS 6390 Week 2 DQ 1 (20 Questions)

What are the major types of law enforcement agencies in the United States? How are they different from one another?

1. Local police departments are the most common type of law enforcement agency in the United States. They are typically responsible for patrolling a specific geographical area and responding to 911 calls.

2. Sheriff’s offices are another common type of law enforcement agency in the United States. They typically have jurisdiction over a county or group of counties, and may provide services such as bailiffs, court security, and prisoner transportation in addition to traditional law enforcement functions.

3. State police agencies are another type of law enforcement agency in the United States. They typically have statewide jurisdiction and may provide support to local agencies on investigations or patrol duties.

4. Federal law enforcement agencies are also present in the United States. These agencies have jurisdiction over specific federal laws and may investigate cases involving interstate crimes or terrorism.

CRJS 6390 Week 2 Discussion 2 (20 Questions)

(Spring 2020)**Instructions: Using the “CRJS 6390 Course Materials” document and any other resources you find appropriate, answer the following questions:*The CRJS 6390 Course materials will include all PowerPoint presentations, readings, readings summary worksheets, discussion questions, and assignments (including final project).**Your instructor will post a document with answers to these questions to help facilitate your understanding of the subject matter. If you have any questions about the assignment, please ask your instructor.*1. What are the three components that provide context for public management and leadership? How do these components work together?2. How does the concept of mission relate to the strategic context of public management and leadership?3. Define stakeholder analysis. What are some common ways in which stakeholders can be identified?4. What is a stakeholder’s zone of influence? How does this concept relate to stakeholder mapping?5. Describe how a stakeholder’s position on an issue can be represented using a grid or matrix.*6. Define “issue.” What are some common characteristics of issues that make them particularly challenging for public managers and leaders?7. Why is it important for public managers and leaders to be able to identify the stakeholders involved in an issue?8. How can public managers and leaders use stakeholder analysis to develop strategies for dealing with stakeholders?9. Describe how a stakeholder’s position on an issue can be represented using a grid or matrix.*10. Define “frame.” What are some common ways in which frames can be used by public managers and leaders?11. Why is it important for public managers and leaders to be aware of the frames that are being used to discuss an issue?12. Describe how frames can be used to influence the way an issue is perceived by stakeholders.*13. Define “narrative.” What are some common ways in which narratives can be used by public managers and leaders?14. Why is it important for public managers and leaders to be aware of the narratives that are being used to discuss an issue?15. Describe how narratives can be used to influence the way an issue is perceived by stakeholders.*16. Define “interest group.” What are some common ways in which interest groups can be categorized?17. Why is it important for public managers and leaders to be aware of interest groups?18. Describe how interest groups can be used to influence the way an issue is perceived by stakeholders.*19. Define “lobbyist.” What are some common ways in which lobbyists can be categorized?20. Why is it important for public managers and leaders to be aware of lobbyists?21. Describe how lobbyists can be used to influence the way an issue is perceived by stakeholders.*22

CRJS 6390 Week 2 DQ 2 (20 Questions)

1.What are the differences between organizational development, systems theory, and learning organizations? How can each of these theories be applied to public organizations?

2.How does organizational culture influence the way an organization functions? What are some examples of how organizational culture can impact an organization’s ability to achieve its mission?

3.What is the difference between a bureaucratic and a non-bureaucratic organization? What are some advantages and disadvantages of each type of organization?

4.How do power and politics influence the way organizations function? What are some examples of how power and politics can impact an organization’s ability to achieve its mission?

5.What is the difference between leadership and management? What are some advantages and disadvantages of each type of approach to leading and managing organizations?

CRJS 6390 Week 2 Quiz (20 Questions)

at Colorado State University.

This quiz is due on Tuesday, January 26th at 11:59pm EST.

Please note that this quiz requires that you have successfully completed the readings and videos for Module 2 (Week 2).

CRJS 6390 Week 2 MCQ’s (20 Multiple Choice Questions)

1. When did the “new public management” become a dominant approach to managing public organizations?

a. in the 1960s
b. in the 1970s
c. in the 1980s
d. in the 1990s

c. in the 1980s

CRJS 6390 Week 3 Description

CRJS 6390 Course explores the strategic context of public management and leadership. The CRJS 6390 Course begins with an examination of the nature of strategy and the role that it plays in organizations. The CRJS 6390 Course then looks at how organizations develop and implement strategies. The CRJS 6390 Course also looks at the role that leaders play in strategy formulation and implementation. The CRJS 6390 Course ends with a discussion of the challenges that organizations face when trying to implement strategies.

CRJS 6390 Week 3 Outline

1. Introduction to the Strategic Context of Public Management and Leadership (2 days)

a. Orientation to the CRJS 6390 Course (Day 1)

b. Overview of the Field of Public Administration (Day 2)

2. Theories of Organizational Change (3 days)

a. Structural-Functional Theory (Day 3)

b. Organizational Ecology Theory (Day 4)

c. Resource Dependence Theory (Day 5)

3. Organizational Change Processes (3 days)

a. Stakeholder Analysis (Day 6)

CRJS 6390 Week 3 Objectives

Module 1: Strategic Context of Public Management and Leadership

In this module, you will examine the role of public management and leadership in relation to strategy development and implementation. You will also explore various approaches to developing strategies for public organizations. Specifically, you will learn about the strategic planning process, as well as how to assess organizational capabilities and resources. Finally, you will examine how organizational change can be used to support strategic goals and objectives.

By the end of this module, you should be able to:

1. Understand the concept of strategy and its importance to public organizations.

2. Explain the role of public management and leadership in developing and implementing strategies.

3. Describe the strategic planning process and its key components.

4. Assess organizational capabilities and resources in relation to strategic goals and objectives.

5. Understand how organizational change can be used to support strategic goals and objectives.

CRJS 6390 Week 3 Pre-requisites

CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390) CRJS 6390 Week 4 Pre-requisites for CRJS 6370 – Principles of Criminal Investigation* (3 credits) (CRJS 6370)

CRJS 6370 – Principles of Criminal Investigation* (3 credits) (CRJS 6370) CRJS 6390 Week 5 Pre-requisites for CRJS 6305 – Organizational Behavior in Criminal Justice Agencies* (3 credits) (CRJS 6305)

CRJS 6305 – Organizational Behavior in Criminal Justice Agencies* (3 credits) (CRJS 6305) CRJS 6390 Week 7 Pre-requisites for CRJS 6230 – Criminology Theory and Research*(3 credits) (CRJS 6230)

CRJS 6230 – Criminology Theory and Research*(3 credits) (CRJS 6230) CRJS 6390 Week 9 Pre-requisites for CRJU 6020 – Statistics in Criminal Justice*(3 credits)(CRJU 6020)

Final CRJS 6390 Course Schedule to be Announced

CRJS 6390 Week 3 Duration

CRJS 6390 Week 3 Duration for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

Week 3 of the online CRJS 6390 Course Strategic Context of Public Management and Leadership will introduce you to the concept of stakeholder management. You will learn how to assess and manage stakeholders in order to achieve organizational goals. The week will conclude with a case study on stakeholder management in the context of public organizations.

CRJS 6390 Week 3 Learning Outcomes

*CRJS 6390 Course Learning Outcomes are specific to the individual CRJS 6390 Course and may be found in the syllabus or CRJS 6390 Course description.

1. Analyze the role of leadership in public management and compare and contrast various leadership theories as they apply to public organizations.

2. Discuss how leadership is affected by organizational structures, cultures, and external environments.

3. Evaluate ethical issues in leadership and public management.

4. Examine the role of power and politics in leadership and public management.

5. Analyze the impact of globalization on leadership and public management.

CRJS 6390 Week 3 Assessment & Grading

(Summer 2019)

1. What is the definition of crime? How do we know if a crime has been committed?

The legal definition of crime varies from jurisdiction to jurisdiction, but typically includes some type of prohibited conduct that results in harm or loss to another person or the community. Generally, we know if a crime has been committed if there is evidence that the prohibited conduct occurred and there are witnesses or victims who can testify to this fact.

CRJS 6390 Week 3 Suggested Resources/Books

Week 3 Suggested Resources/Books for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits)
The following resources are suggested to supplement your understanding of the topics covered in this week:

• Theories of Public Organization, 6th Edition by Robert B. Denhardt, Janet V. Denhardt, and Maria P. Aristigueta

• Leadership Theory and Practice, 7th Edition by Peter G. Northouse

• Organizational Theory, Design, and Change, 7th Edition by Gareth R. Jones

CRJS 6390 Week 3 Assignment (20 Questions)

![](https://github.com/seanbirchler/SMU-DATS-6401-Public-Management-and-Leadership/blob/master/Pictures/SMUDepartmentofCriminalJustice.jpg)

# Assignment Overview:

In this assignment, you will answer 20 questions. The questions are found in the file [CRJS_6390_Week3_Assignment_Questions.docx](https://github.com/seanbirchler/SMU-DATS-6401-Public-Management-and-Leadership/blob/master/Assignments%2C%20Projects%2C%20Exams%2C%20Quizzes%2C%20Notebooks/CRJS_6390_Week3_Assignment_Questions.docx). Your answers to the questions should be typed into a text document and saved as a PDF. Please upload your PDF document to canvas in the Week 3 assignment area by the due date (see CRJS 6390 Course Calendar).

**How to answer these questions**:
When reading these questions and writing your answers, think about what the question is asking you and how you might best answer it. Below are some general tips on how you can address these questions:

* First, understand what the question is asking you.

* Second, think about what information you will need to provide in order for your reader to understand your answer to the question that was asked. If a specific reference from your textbook is needed to explain or illustrate something in your response, be sure to include it so that I know where you found that information and for any future readers who may want to know where they can find additional information on this topic within our textbook.

* Third, remember that there are different types of writing styles and strategies that can be used when answering these types of questions – but all responses should be written in an objective, professional manner using proper grammar and punctuation throughout (no slang or profanity!)

* Finally, do not just copy someone else’s response from another source (including another student). You will receive zero credit if I find evidence that you did this! These are open book exams which means that you may use whatever resources you wish (including our textbook), but if I suspect plagiarism has occurred then I will follow up with the appropriate university office(s) involved with plagiarism policies at SMU regarding possible disciplinary actions against those involved with plagiarism violations – please don’t risk it!
# Question 1 (1 Point): Define the term “Public Management” and provide one example of an activity or function of public management that would take place within a public organization of your choice?

# Question 2 (1 Point): Define the term “Strategic Planning” as it applies specifically within public organizations?

# Question 3 (1 Point): Discuss one benefit and one drawback associated with engaging in strategic planning within a public organization?

# Question 4 (1 Point): Why might political influences become involved during strategic planning activities within a public organization? Give one example of how politics might affect strategic planning activities within a public organization?

# Question 5 (1 Point): How does stakeholder analysis fit into the process of conducting a SWOT analysis for strategic planning purposes within a public organization?

# Question 6 (1 Point): What is meant by “strategic context” as discussed in Chapter 2 of our textbook? Give one example of how an understanding of “strategic context” could impact strategic decision making activities taking place within a public organization?

*** A little additional guidance – You can view examples of specific situation related to chapters 1 & 2 by clicking on either chapter number below: *** Chapter 1 – Part 4 – pg 31 Chapter 2 – Part 3 – pg 57 —> Click here <— —> Click here <— ***** *** In addition, under part 4 on pg 68 in chapter 2 there is another section titled “The Strategic Context: The Importance of Understanding Organizational Context Before Making Strategy Decisions” which offers additional guidance on answering this question *****

5

Question 7(1 Point)
How does stakeholder identification relate specifically to identifying stakeholders during organizational change processes taking place within public organizations?

8

What do we mean when we refer to “political considerations” associated with organizational change taking place within public organizations?

10

What do we mean when we refer specifically to “union contracts” as it relates to organizational change taking place within public organizations?

11

What is meant by “management commitment” as it applies specifically during organizational change taking place within public organizations?

.

(Please continue answering this exam starting with question 13 below)

; ; ; ; ;

CRJS 6390 Week 11 Suggested Resources/Books

*Required Text: TBD. Please note, the instructor will contact you regarding your required textbook(s).

CRJS 6390 Week 11 Assignment (20 Questions)

Q1. What are the four major components of a community policing program? How does each contribute to community policing? (2.5 marks)

There are four major components of a community policing program:

1. Police-Community Partnerships: This component involves developing positive relationships between police and members of the community, in order to improve communication and cooperation. This can be done through activities such as community meetings, problem-solving forums, and citizen academies.

2. Problem Oriented Policing: This component focuses on proactively addressing crime and disorder problems in the community, rather than simply reacting to incidents after they have occurred. Police officers work with community members to identify problems and develop strategies for addressing them.

3. Proactive Policing: This component emphasizes proactive efforts by police to prevent crime and disorder, rather than simply responding to incidents after they have occurred. Police officers may engage in activities such as patrols, traffic enforcement, and surveillance in order to deter criminal activity.

4. Use of Technology: This component involves the use of technology by police to improve their effectiveness and efficiency in carrying out their duties. Technology can be used for a variety of purposes, including crime mapping, dispatch, and record keeping.

CRJS 6390 Week 11 Assignment Question (20 Questions)

CRJS 6390 Course Instructor: Dr. Jeffrey Lindahl

1. How does the concept of stakeholder management differ from that of public management?
2. What are the different types of stakeholders?
3. What is meant by the term ‘legitimacy’ in relation to public organizations?
4. What are the main challenges associated with managing stakeholders?
5. What are some of the key strategies for managing stakeholders effectively?
6. What is meant by the term ‘stakeholder engagement’?
7. What are some of the benefits of engaging stakeholders?
8. What are some of the challenges associated with engaging stakeholders?
9. What are some key strategies for engaging stakeholders effectively?
10. How can public organizations build and maintain legitimacy with their stakeholders?
11. Why is it important for public organizations to have a clear understanding of their stakeholders?
12. How can public organizations gain a better understanding of their stakeholders?
13. How can public organizations assess whether or not they are meeting the needs of their stakeholders?
14. What are some key indicators of stakeholder satisfaction?
15. How can public organizations improve stakeholder satisfaction?
16. What is meant by the term ‘stakeholder mapping’?
17. Why is stakeholder mapping important for public organizations?
18. How can public organizations create a stakeholder map?
19. How can public organizations use stakeholder maps to inform decision-making?
20. What are some best practices for managing stakeholders in the public sector?

CRJS 6390 Week 11 Discussion 1 (20 Questions)

CRJS 6390 Course Schedule:

Week 11 Discussion 1 (20 Questions)

CRJS 6390 Week 11 DQ 1 (20 Questions)

Strategic Context of Public Management and Leadership

What are the main differences between a business organization and a public organization? How do those differences impact the strategic planning process for each type of organization? Give some specific examples to support your discussion.

CRJS 6390 Week 11 Discussion 2 (20 Questions)

*CRJS 6390 Week 11 Discussion 2 (20 Questions) for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

Description: In this discussion, you will analyze how a public sector organization addresses the topic of ethics. You will be provided with a case study that outlines a public sector situation that involves ethical considerations. You will also be provided with a list of ethical principles. Using the case study and ethical principles, you will analyze the situation and develop solutions for the organization.

Case Study: The city of Metropolis has decided to raise taxes in order to cover some necessary expenses in their budget. The new taxes are being imposed on all businesses within city limits. These new taxes have been met with fierce opposition from many business owners within the city. Some business owners have threatened to close their businesses if the new taxes are imposed on them. The mayor has decided to hold a meeting with business owners to discuss the situation and try to come up with an amicable solution. During this meeting, one of the business owners makes a suggestion to the mayor. This suggestion is that the city could offer tax breaks or subsidies to businesses that agree to hire unemployed city residents who are receiving government assistance. The mayor likes this idea and decides to implement it. The mayor asks you, as his advisor, to develop a plan for how this program will work. You agree to do so and begin working on the plan. As you develop the plan, you realize that there are some ethical considerations that need to be taken into account. You decide to address these ethical considerations in your report to the mayor.

1) Develop a list of ethical principles that should be considered when developing this plan.

2) Analyze the situation using these ethical principles and identify any potential problems that could arise from implementing this plan.

3) Develop solutions for these potential problems and include them in your report to the mayor

CRJS 6390 Week 11 DQ 2 (20 Questions)

Description
In this week’s discussion, we will consider the role of information in strategic management. We will also examine what is known as the organizational learning curve, which is described as a concept within the field of organizational learning that refers to the idea that organizations learn from their mistakes and previous experiences. Based on your readings and research, address the following:

1. Define strategic management and explain how it relates to information management.
2. Discuss how information can be used as a resource in strategic management.
3. Describe the relationship between information and the organizational learning curve.
4. Explain how information can be used to improve organizational performance.
5. Discuss the role of information in making decisions at the strategic level.

CRJS 6390 Week 11 Quiz (20 Questions)

CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits)
CRJS 6390 Course builds on the foundations of public management to prepare graduates for senior-level leadership positions in public organizations. The CRJS 6390 Course emphasizes strategic and critical thinking, effective communication, organizational change management, human resource development, public policy analysis, and program evaluation.

1. What is the main difference between strategic and tactical planning?

Strategic planning focuses on the long-term goals of an organization while tactical planning focuses on the short-term goals.
2. What is the main difference between a mission statement and a vision statement?

A mission statement is a brief description of an organization’s purpose while a vision statement is a more detailed description of what the organization hopes to achieve.
3. What are some of the main elements of an effective organizational structure?

Some of the main elements of an effective organizational structure include clear lines of authority, well-defined roles and responsibilities, and efficient communication channels.
4. What are some of the main advantages of decentralization?

Some of the main advantages of decentralization include increased flexibility, improved decision-making, and enhanced customer service.
5. What are some of the main disadvantages of decentralization?

Some of the main disadvantages of decentralization include decreased efficiency, increased costs, and reduced coordination.
6. What is downsizing?

Downsizing is a strategy used by organizations to reduce their workforce in order to cut costs.
7. What are some of the main advantages of downsizing?

Some of the main advantages of downsizing include reduced costs, increased efficiency, and improved morale.
8. What are some of the main disadvantages of downsizing?

Some of the main disadvantages of downsizing include increased stress levels, decreased morale, and reduced productivity.

CRJS 6390 Week 11 MCQ’s (20 Multiple Choice Questions)

1) The main purpose of the National Incident Management System (NIMS) is to:
a) provide a standardized process for handling emergencies
b) coordinate all local, state, and federal agencies during an emergency
c) ensure that agencies have the resources they need during an emergency
d) provide funding to agencies during an emergency

2) The Federal Emergency Management Agency (FEMA) is responsible for:
a) providing funding to agencies during an emergency
b) coordinating all local, state, and federal agencies during an emergency
c) ensuring that agencies have the resources they need during an emergency
d) providing a standardized process for handling emergencies

3) The Department of Homeland Security (DHS):
a) is responsible for providing a standardized process for handling emergencies.
b) coordinates all local, state, and federal agencies during an emergency.
c) ensures that agencies have the resources they need during an emergency.
d) provides funding to agencies during an emergency.

4) The National Response Framework (NRF):
a) provides a standardized process for handling emergencies.
b) coordinates all local, state, and federal agencies during an emergency.
c) ensures that agencies have the resources they need during an emergency.
d) provides funding to agencies during an emergency.

5) Which of the following is not one of the five mission areas of the National Preparedness Goal?
a) Prevention
b) Protection
c) Mitigation
d) Recovery
e) Response

6) Which of the following is not one of the core capabilities required by the National Preparedness Goal?

a) Planning
b) Public Information and Warning
c) Operational Coordination
d) Resource Management
e) Threat and Hazard Identification
f )Crisis Communications

CRJS 6390 Week 12 Description

CRJS 6390 Course examines the relationship between the public manager and the organization’s strategic context. The emphasis is on how public managers can create and sustain an environment that is conducive to organizational success. Topics include stakeholder analysis, political analysis, resource allocation, and organizational change.

CRJS 6390 Week 12 Outline

(Week 12 outline)

CRJS 6390 Week 12 Objectives

-Examine the ethical and legal implications of law enforcement leadership decisions.
-Evaluate the impact of public management policies on public safety.
-Analyze the role of the media in law enforcement.
-Evaluate the impact of race, ethnicity, and gender on law enforcement.
-Examine the impact of technology on law enforcement.

CRJS 6390 Week 12 Pre-requisites

CRJS 6390 Strategic Context of Public Management and Leadership (5 credits) Pre-requisites: CRJS 6200, or permission of instructor. CRJS 6390 Course focuses on the organization and operation of public organizations within the context of a variety of strategic issues. Issues to be addressed include leadership, change, organizational culture and climate, human resources management, organizational development, process improvement tools and techniques, risk management, external partnerships and relationships. Special emphasis will be placed on the management of public safety agencies in the post 9/11 environment.

CRJS 6390 Week 12 Duration

CRJS 6390 Course covers the strategic context of public management and leadership. Topics include: environmental scanning; organizational analysis; stakeholder analysis; problem solving and decision making; program evaluation; developing and managing relationships with other organizations and agencies; political processes that affect public management and leadership; policy formulation, implementation, and evaluation; building and sustaining coalitions; mobilizing community support for public initiatives; handling conflict in public settings; communicating effectively with the media and other stakeholders.

*Note: CRJS 6390 Course duration may vary based on delivery format. Please check your syllabus to verify the length of your CRJS 6390 Course.

CRJS 6390 Week 12 Learning Outcomes

On successful completion of this unit, students will be able to:

1. Understand the major theories and models in the field of public management;

2. Analyse the interaction between public organisations and their environment;

3. Evaluate the impact of globalisation on public management;

4. Critically assess the role of leadership in public organisations; and

5. Develop an understanding of the ethical challenges faced by public managers.

CRJS 6390 Week 12 Assessment & Grading

– CRJS 6390 Course Description

1. What are the three types of organizations that manage the delivery of criminal justice services?

The three types of organizations that manage the delivery of criminal justice services are government agencies, private sector companies, and nonprofit organizations.

2. What are the five major types of public management and leadership strategies?

The five major types of public management and leadership strategies are:

1) Strategic planning – This involves setting goals and objectives for an organization and developing a plan to achieve them.

2) Organizational design – This refers to the way in which an organization is structured and how its various parts work together.

3) Human resources management – This encompasses all aspects of managing people within an organization, from recruiting and hiring to training and development.

4) Financial management – This encompasses all aspects of managing an organization’s finances, from budgeting and accounting to investment planning.

5) Information management – This encompasses all aspects of managing an organization’s information, from data collection and storage to knowledge management.

CRJS 6390 Week 12 Suggested Resources/Books

Innovation and the Public Sector by Michael Barber (2015)

Leading Change by John Kotter (1996)

Managing Innovation: Integrating Technological, Market and Organizational Change by Joe Tidd and John Bessant (2017)

CRJS 6390 Week 12 Assignment (20 Questions)

Time: 1 hour

1.The primary purpose of the police is to __________.
2.The secondary purpose of the police is to __________.
3.The three models of policing are __________, __________, and __________.
4.The four eras of policing are __________, __________, __________, and __________.
5.The two types of police culture are __________ and __________.
6.The three types of discretion are __________, __________, and __________.
7.The five major goals of community policing are __________, __________, __________, __________, and __________.
8.The five steps in problem solving are __________, __________, __________, __________, and __________.
9.The three levels of problem solving are _________, _________, and _______10..The four elements of crime prevention through environmental design are natural surveillance, access control, territorial reinforcement, and activity support11..The two types of Police Community Relations are formal and informal12..Citizens can get involved with the police through ride-alongs, citizen’s academies, or community policing councils13..Organizational culture is the set of values, beliefs, and norms that shape an agency’s behavior14..Organizational climate is the day-to-day work environment within an agency15..Organizational structure refers to an agency’s chain of command16..In order for an organization to be effective it must have a clear mission statement17..There are four types of organizational change: revolutionary change, gradualism change18..There are three phases of organizational change: unfreezing phase, changing phase19..There are four styles of leadership: autocratic leadership style20..The difference between management and leadership is that management is about efficiently running an organization while leadership is about inspiring people to achieve common goals

CRJS 6390 Week 12 Assignment Question (20 Questions)

1. What is the meaning of the term “strategic context”?

2. What are the main components of the strategic context of public management and leadership?

3. What are the main challenges and opportunities associated with the strategic context of public management and leadership?

4. How can public managers and leaders effectively navigate the strategic context of their organizations?

5. What are some common pitfalls associated with the strategic context of public management and leadership?

6. How can public managers and leaders create a shared understanding of the strategic context within their organizations?

7. How can public managers and leaders use the strategic context to inform decision-making?

8. What are some best practices for managing and leading in the strategic context of public organizations?

9. How can public managers and leaders foster a culture of innovation within their organizations?

10. What are some best practices for managing change in the strategic context of public organizations?

CRJS 6390 Week 12 Discussion 1 (20 Questions)

(United States International University – Africa)

Disc 1: Final Discussion Board
The nature of crime, criminal justice policies and processes in a globalized economy is shaped by the strategic context within which they operate. The global political-economic context may be characterized as one of “neoliberalism”. This term is used to describe an economic system that emphasizes competition and the role of the private sector in the provision of public goods, services, and solutions to public problems. This system has been implemented through various policy initiatives and strategies such as deregulation, liberalization, privatization, competitive bidding for service delivery contracts, etc. These strategies have had a profound effect on how criminal justice systems function and how they address various social problems.

Questions:
1. What is neoliberalism? What are its main characteristics? How does it differ from other economic systems?
2. What are some of the main policy initiatives and strategies associated with neoliberalism? What are their effects on criminal justice systems?
3. How has neoliberalism affected the nature of crime and criminal justice? What are some specific examples?
4. What are some of the challenges associated with neoliberalism? How do they impact criminal justice systems?
5. What are some possible solutions to the challenges associated with neoliberalism? How can they be implemented in criminal justice systems?

CRJS 6390 Week 12 DQ 1 (20 Questions)

*Note: CRJS 6390 Course is designed to provide a framework of public management and leadership that is both broad and deep. The intent is to examine the strategic context within which public managers operate and the principles upon which effective leadership is built. The central question addressed in this class is “What does it mean to lead effectively in the public sector?” To answer this question we will explore the following topics: (1) what are the unique attributes of the public sector; (2) what do we mean by “leadership”; (3) how has leadership evolved over time; (4) what are some of the most important theories of leadership; and (5) how can leadership be practiced more effectively in public organizations?

1. What attributes make the public sector unique?

2. How have definitions of “leadership” changed over time?

3. What are some key theories of leadership?

4. How can leadership be practiced more effectively in public organizations?

CRJS 6390 Week 12 Discussion 2 (20 Questions)

CRJS 6390 Course Instructor: Dr. Brian E. Johns

CRJS 6390 Course Description: CRJS 6390 Course examines the current public policy environment of state and local government with a focus on issues that will shape the public management field in the future. The relationship between politics and public management is discussed, as well as the nature of public organizations and leadership in government. Students explore the changing role of information technology in public organizations, as well as privatization and entrepreneurship in government. The influence of interest groups and international organizations on state and local public management are analyzed, as well as how ethical values affect public administration. Current issues such as globalization, terrorism, homeland security, diversity, ethics and social equity are examined from an administrative perspective. Students examine recent innovations in organizational design, workforce development and leadership for state and local government agencies. Students will also have an opportunity to study issues such as leadership from a cultural perspective by looking at government agencies from around the world (Canada, Europe and Asia). Finally, students analyze emerging policy issues that will shape the field of public administration over the next decade (energy policy/global warming/smart growth; health care reform; transportation funding; tax policy; pension reform; school finance/No Child Left Behind; e-government/e-democracy; civil service reform).

CRJS 6390 Course Textbook: Dubnick, M., & Goldsmith, J. L. (Eds.). (2007). Politics of public management: The politics-administration dichotomy revisited (2nd ed.). Washington DC: Georgetown University Press

CRJS 6390 Week 12 DQ 2 (20 Questions)

1. What are some of the common approaches to measuring crime and victimization?
2. How do these approaches differ from one another?
3. What are some of the benefits and limitations of using these approaches?
4. How might these approaches be used in conjunction with one another to provide a more complete picture of crime and victimization?
5. What are some of the challenges associated with measuring crime and victimization?
6. How can these challenges be overcome?
7. What are some of the benefits of measuring crime and victimization?
8. How can these benefits be realized?
9. What are some of the challenges associated with using data on crime and victimization?
10. How can these challenges be overcome?

CRJS 6390 Week 12 Quiz (20 Questions)

**CRJS 6390 Course Instructor: **Dr. Tamara Hervey

CRJS 6390 Week 12 MCQ’s (20 Multiple Choice Questions)

CRJS 6390 Week 13 Description

In CRJS 6390 Course students will explore the public management and leadership context in which local, state, and federal agencies must operate. The CRJS 6390 Course focuses on the relationships between public management and leadership and strategic planning, performance measurement, budgeting, human resources management, information technology, and emergency preparedness. The role of ethical leadership in public organizations is also examined.

CRJS 6390 Week 13 Outline

Introduction
In CRJS 6390 Course, we will discuss the strategic context of public management and leadership. We will cover topics such as organizational strategy, stakeholder analysis, and change management. By the end of CRJS 6390 Course, you should be able to:

1. Understand the concept of organizational strategy and how it is developed.
2. Understand the concept of stakeholder analysis and how to identify and assess stakeholders.
3. Understand the concept of change management and how to manage change within an organization.

CRJS 6390 Week 13 Objectives

*Note: Although this is not a required CRJS 6390 Course for the MPPA, it is required for the MPP if you are interested in taking the strategic context concentration.

In CRJS 6390 Course, students will explore and analyze the strategic context of public management and leadership. The CRJS 6390 Course begins with an examination of the concept of strategy, including how to formulate and implement strategies within public organizations. Students will also explore how to create a vision for an organization and how to lead change within public organizations. The CRJS 6390 Course then turns to an examination of the role of public managers in creating and implementing policies and programs. The CRJS 6390 Course ends with a discussion of the ethical challenges faced by public managers.

CRJS 6390 Week 13 Pre-requisites

No prerequisites

CRJS 6390 Week 13 Duration

2 weeks

Description for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

Strategic context of public management and leadership addresses the unique challenges associated with leading public organizations. It explores how to provide strategic direction and organizational change in the public sector; ethical, political, and legal issues that affect public sector leaders; and social and economic issues affecting the delivery of public services. The CRJS 6390 Course also focuses on administrative leadership, which is a critical function of an administrator.

Learning Outcomes for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

1. Examine the challenges faced by public administrators in providing strategic direction to organizations. 2. Evaluate how ethical, political, and legal issues affect public administrators’ ability to lead their organizations effectively. 3. Analyze social and economic issues affecting the delivery of public services. 4. Discuss the importance of administrative leadership in the success of an organization. 5. Explain how to develop a strategic plan for a public organization. 6. Describe how to implement a strategic plan in a public organization

CRJS 6390 Week 13 Learning Outcomes

*Note: CRJS 6390 Course learning outcomes may be updated prior to the start of the CRJS 6390 Course.

By the end of CRJS 6390 Course, students will be able to:

CRJS 6390 Week 13 Assessment & Grading

– Time: 1 hr.

This final exam is open book and will cover the entire CRJS 6390 Course. The exam will consist of four parts. Part I will cover the readings, part II the lectures, part III class discussions and part IV case studies. You will have 1 hour to complete the exam.

CRJS 6390 Week 13 Suggested Resources/Books

Week 13: Police Leadership

Required Textbook Readings:

No Required Textbook Readings

CRJS 6390 Week 13 Assignment (20 Questions)

*This class is a part of the Doctor of Public Administration (DPA) program at Park University.

**The strategic context of public management and leadership focuses on issues related to leading, managing, and governing in public organizations and systems. The context includes political systems, economic systems, social systems, policy making, the media, and global influences. Students will analyze the complex relationships among these influences and their impacts on public organizations and leaders.**

Description: As part of your DPA program experience you are required to complete a final 20 question quiz that tests your understanding of the core concepts presented throughout this class. The purpose of this final quiz is for you to demonstrate that you can apply the knowledge gained during CRJS 6390 Course to real-world circumstances.

Part 1: Questions 1 – 10 (10 points)
You must answer these questions from memory without consulting any materials. You will have 60 seconds to answer each question.

1. What does TBL stand for?
2. What factors influence an organization’s external environment?
3. What is the difference between a stakeholder and a shareholder?
4. What are primary and secondary stakeholders?
5. What is stakeholder management?
6. Who creates public policy?
7. What is a market failure?
8. Why do we need government intervention in markets?
9. Name two types of government intervention in markets?
10. Describe two major approaches to policy analysis and decision making in the United States?

Part 2: Questions 11 – 20 (10 points)

For questions 11 – 20 you may consult any materials you wish but you will only have 5 minutes total to answer all ten questions in this section of the quiz so please manage your time wisely!

11. Define stakeholder analysis and discuss its value as a tool for public managers engaged in policy formulation processes? Include an example in your response (200 words or less).

Stakeholder analysis is a tool that helps identify who might be affected by a policy issue or decision, what their interests are with respect to that issue or decision, what level of impact they might have on it, and how best to communicate with them about it (Fryatt & Miles, 2016). In other words, it helps public managers understand which stakeholders should be involved in policy formulation processes and how best to engage them throughout those processes (Fryatt & Miles, 2016). Stakeholder analysis also helps ensure that all relevant stakeholders are considered when formulating policies, which can help prevent potential conflict down the road (Fryatt & Miles, 2016). An example of how stakeholder analysis might be used by public managers can be found in the article “How To Do A Stakeholder Analysis” by Chew (2015). In this article, Chew discusses how he used stakeholder analysis as part of his work developing a national health promotion strategy for the government of Brunei Darussalam. He first identified all of the key stakeholders who would be affected by the strategy and then classified them according to their level of interest and influence (Chew, 2015). He then met with representatives from each group to get their input on the strategy before it was finalized (Chew, 2015). This example demonstrates how useful stakeholder analysis can be for public managers as they formulate policies.

References:
Chew, C. K. (2015). How To Do A Stakeholder Analysis. Retrieved from https://www.projectsmart.co.uk/how-to-do-a-stakeholder-analysis.php
Fryatt, B., & Miles, S.(2016). Policy Analysis Methods: Tools for Policy Work (3rd ed.). Retrieved from https://opentextbc.ca/policystudies/chapter/introduction-to-policy-analysis-methods/

CRJS 6390 Week 13 Assignment Question (20 Questions)

1. How have recent developments in policing affected the structure and operation of law enforcement agencies?

2. How have recent developments in law enforcement affected the ability of police to effectively investigate and solve crimes?

3. What are some of the challenges that law enforcement agencies face in addressing the issue of crime?

4. What are some of the challenges that law enforcement agencies face in addressing the issue of terrorism?

5. What are some of the challenges that law enforcement agencies face in addressing the issue of cybercrime?

6. What are some of the challenges that law enforcement agencies face in addressing the issue of organized crime?

7. What are some of the challenges that law enforcement agencies face in addressing the issue of public corruption?

8. What are some of the challenges that law enforcement agencies face in addressing the issue of violent crime?

CRJS 6390 Week 13 Discussion 1 (20 Questions)

*CRJS 6390 Week 13 Discussion 2 (10 Questions) for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

CRJS 6390 Week 14 Discussion 1 (20 Questions) for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

CRJS 6390 Week 14 Discussion 2 (10 Questions) for CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390)

CRJS 6390 Week 13 DQ 1 (20 Questions)

Please post 20 questions that you would like your classmates to answer. These can be specific to the CRJS 6390 Course content or can be more general in nature. Once everyone has had a chance to post their questions, please respond to at least 3 of your classmates’ questions.

CRJS 6390 Week 13 Discussion 2 (20 Questions)

Using the textbook and other library resources, answer the following questions:

1. How can you identify a conflict within an organization? Can you provide a specific example from your experience in which you were able to identify a conflict? How did you address the conflict? How did it turn out?
2. Explain how collaboration can help resolve conflicts. Give an example of a situation in which collaboration resolved, or could have resolved, a conflict.
3. Why is it important for public managers to be aware of the potential for personal biases? What are some techniques that public managers can use to overcome personal biases?
4. What are some of the common causes of inter-organizational conflict? Can you provide an example of a situation in which inter-organizational conflict occurred? How was the conflict resolved?
5. Explain how power can be used to resolve conflicts. Give an example of a situation in which the use of power resolved, or could have resolved, a conflict.
6. What are some of the common causes of intra-organizational conflict? Can you provide an example of a situation in which intra-organizational conflict occurred? How was the conflict resolved?
7. Explain how negotiation can help resolve conflicts. Give an example of a situation in which negotiation resolved, or could have resolved, a conflict.
8. What is mediation? What are some advantages and disadvantages of mediation? Can you provide an example of a situation in which mediation was used to resolve a conflict? How did it turn out?
9. What is arbitration? What are some advantages and disadvantages of arbitration? Can you provide an example of a situation in which arbitration was used to resolve a conflict? How did it turn out?
10. Explain how public managers can use law to resolve conflicts. Give an example of a situation in which the use of law resolved, or could have resolved, a conflict.

CRJS 6390 Week 13 DQ 2 (20 Questions)

What are the main differences between a program and a project?

What is the difference between program evaluation and project evaluation?

What are the main steps in developing a program logic model?

What are some of the challenges in developing a program logic model?

What are the main steps in conducting a program evaluation?

What are some of the challenges in conducting a program evaluation?

What are the main purposes of program evaluation?

What are some of the benefits of program evaluation?

What are some of the limitations of program evaluation?

CRJS 6390 Week 13 Quiz (20 Questions)

1. How do you think the role of a police chief has changed over the last 50 years?

2. What do you think is the most important characteristic for a successful police chief?

3. What do you think are the challenges facing police chiefs today?

4. What do you think is the most important thing a police chief can do to improve the department?

5. What do you think is the most important thing a police chief can do to improve relations with the community?

CRJS 6390 Week 13 MCQ’s (20 Multiple Choice Questions)

1. How do the legal and organizational structures of the state influence the ability of public managers to lead?

A. The legal and organizational structures of the state directly impact the ability of public managers to lead.

B. The legal and organizational structures of the state have no impact on the ability of public managers to lead.

C. The legal and organizational structures of the state indirectly impact the ability of public managers to lead.

D. The legal and organizational structures of the state can both directly and indirectly impact the ability of public managers to lead.

2. Which statement best describes why leadership is important in public organizations?

A. Leadership is not important in public organizations because they are bureaucratic institutions that follow rules and regulations.

B. Leadership is not important in public organizations because they are run by elected officials who make all decisions.

C. Leadership is important in public organizations because it helps ensure that goals are met and that missions are accomplished.

D. Leadership is important in public organizations because it helps build trust between citizens and government officials.

3. Which statement best describes what a leader does?

A. A leader motivates people to achieve common goals.

B. A leader manages people and resources to achieve common goals.

C. A leader directs people to achieve common goals.

D. A leader controls people and resources to achieve common goals.

CRJS 6390 – Strategic Context of Public Management and Leadership* (5 credits) (CRJS 6390) was a great CRJS 6390 Course. I enjoyed learning about how to manage and lead in the public sector. The CRJS 6390 Course provided me with a better understanding of the different strategies that can be used in the public sector. Overall, I thought the CRJS 6390 Course was very informative and helpful.

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