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New Is Always Better The Movement Of Old And New Public...

New Is Always Better: The Movement of Old to New Public Administration The transition from old to new Public administration is the largest transition in governmental public administration. From municipalities to nationally run organizations like the Environmental Protection Agency, the transition from the highly structured Weberian hierarchy to a more open, communicative environment is clearly apparent from old to new public administration. Further, the transition from measuring output and efficiency to working with people and the adoption of vulgar ethics clearly shape American history from Jacksonian era politics and gilded era spoils system to the reformation of federal government towards more merit-based policies. Throughout this transition, some civil servants began to be viewed more positively overall. Originally, old public administration was based on political theory and very basic social sciences that provided a very rigid idea of a basic public administration. Weber and Frederick Taylor were the social scientists behind classical or â€Å"ol d† public administration. They both believed in a very rigid structure for public administration, hierarchy and a paper trail were both important for improving efficiency and accountability. Frederick Taylor focused on creating methods to determine the most efficient ways of performing tasks, and consequently measured efficiency by looking solely at the output produced by factory workers. Additionally, the success of governmentShow MoreRelatedDominant Theory Of Public Administration Essay1385 Words   |  6 Pagesexplain the dominant theory in public administration practice and elaborate on the major theoretical assumptions of the Old Public Administration. As stated in the question, the world has transformed through globalization, information technology, and devolution of authority since the latter part of the last century. 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Questions: 1. What are some factors that influence the commitment of team members?2. What are the ways in which the project manager can interact with the committed team members?3. Are there any differences between the commitment to the project and the one to the team?4. How do you think a project manager should conduct such an assessment?5. How should the lessons learned be implemented in order to improve the teams performance in the next project?6. Should the project manager weigh everyones response to these assessments in the same manner? If not, what role do you believe the project manager should have in acknowledging certain assessments more than others?7. What criteria would dictate such discriminations? Answers: Introduction Project management is a disciplinary act where people all together work as a team to complete a project. It includes many criteria which include teamwork, proper planning, and execution of the plan. 1. What are some factors that influencethe commitment of team members? There are many factors which influence the commitment of team members. Some factors are like cohesiveness which shows how much the team members are attached to each other. Next is communication which is a very important factor. Next is group thinking which means that the thoughts of the team members also should be same, they should emit the same frequency of thoughts (Maylor, 2010). Role identity is also very important because in any team work the members should be flexible regarding the work they are doing. Making a team is easy but difficulty arises in maintaining stability within the team. 2. What are the ways in which the project manager can interact with the committed team members? The project manager can interact with the committed team members by maintaining better interactive session like workshops, seminars, training programs, some lunch programs or buffet and other activities (Maylor, 2010). 3. Are there any differences between the commitment to the project and the one to the team? Commitment to the team brings about commitment to the project. This is because teamwork is what matters the most in the case of any project. If all the employees work as a team for any project then an automatic commitment to the project will be justified (Mascia, 2014). 4. How do you think a project manager should conduct such an assessment? Though in any the work is done by the team members but the responsibility of the project manager is not shared. He has to manage both the client and the team together. While closing any project he has to provide a proper closure to it so that the client gets satisfaction and is happy till the end. So, I think that the project manager should give a final analysis of the product scope, release the resources and do a documentation of the mistakes done. He should also have a refreshment activity for the team members as a token of appreciation (Mascia, 2014). 5. How should the lessons learned be implemented in order to improve the teams performance in the nextproject? From the lessons learned the project manager should make a note of the problems faced. So, from the next time, the work can be done smoothly. The work timing can be reduced by dividing the work amongst the experts. If there was any problem with the resources in the last project then, this time, this part should be given more attention. In this way, the work will go smoothly and the team will also enjoy doing it (Smith Felix Offodile, 2008). 6. Should the project manager weigh everyones response to these assessments in the same manner? If not, what role do you believe the project manager should have in acknowledging certain assessments more than others? No, the project manager should not weigh everyones response to these assessments in the same manner. The project manager should give importance to everyones assessments but select whichever he feels is right (Smith Felix Offodile, 2008). What criteria would dictate such discriminations? The project manager is responsible for the project. So he has to be the most careful while making decisions regarding the project. He always has to think about the welfare of the company first. So, he should go for selecting the best rather than taking emotional decisions. His one mistakes could dissatisfy the client forever. Hence this kind of discrimination is sometimes necessary for working areas (Banja, 2006). Conclusion So, what we see is that the role of a project manager is not that easy. it is full of responsibilities and tedious work pressure. Moreover, project management is not an easy task either too. References Banja, J. (2006). The role of feelings in making moral decisions.The Case Manager,17(5), 17-62. https://dx.doi.org/10.1016/j.casemgr.2006.06.008 Mascia, A. (2014). Project manager: leader, influencer e conflict manager.PROJECT MANAGER (IL), (20), 19-23. https://dx.doi.org/10.3280/pm2014-020007 Maylor, H. (2010).Project management. Harlow, England: Financial Times Prentice Hall. Smith, A. Felix Offodile, O. (2008). Strategic importance of team integration issues in product development processes to improve manufacturability.Team Performance Management,14(5/6), 269-292. https://dx.doi.org/10.1108/13527590810898527