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Stillman: Inside Bureaucracy

Stillman: Inside Bureaucracy. Five core types of personnel systems Systems are not exclusive Boundaries between systems are blurred Need for cooperation among employees across systems . Five Subsystems of Personnel Management.

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Stillman: Inside Bureaucracy

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  1. Stillman: Inside Bureaucracy • Five core types of personnel systems • Systems are not exclusive • Boundaries between systems are blurred • Need for cooperation among employees across systems

  2. Five Subsystems of Personnel Management • Political Appointees: serve w/o tenure, usually appointed on the basis of loyalty to party or policy platform. Found at all ranks. • Professional Careerist: Those with special expertise/experience/training whose status is based on the notion of rank in person. SES employees are typical. • General Civil Service: Those rank and file employees selected according to the notion of rank in position. Detailed and structured systems of classification and ranking are typical. • Unionized workers: Those whose status and pay are determined by negotiation. Wage rate or Blue Collar employees are typical. • Contractural employees: Those untenured positions whose status is based on a specific agreement, project or task. They are not governed by civil service rules and have no rights to employment.

  3. Personnel Sub-systems • What are the special influences of each system? • What are its advantages? • What are its disadvantages? • How are the systems interconnected?

  4. Political vs Professional Careerist • What are the differences between prof’l careerist and political appointee subsystems?

  5. Commission on General Civil Service • Representative of the public in background • Lack of sense of professional identification/loyalty to larger system • Poor public image • Crisis of competence • Barriers to performance/efficiency

  6. Contractual Service • Significant growth in all sectors • Scope: 60-70% of goods and services at the federal level • Blurs the lines between gov’t and private sector, • Agencies may be captured by their contractors • Reduce the need for traditional bureaucratic techniques and structures • Raises issues of responsibility/accountability

  7. Twisting in the Wind • Who were the political appointees in the case and what were their roles? • Who set the policy agenda for Glaspie? • What are the differences between prof’l careerist and political appointee subsystems? • What does the case say about the ethical dilemmas in public service?

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