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PSC 207: Public Administration | PSC 306: Public Organizations
Problems:
Coal Dust.Attempted Solutions:
"Split."
WW2 manpower shortage: 59 yr avge.
Remote control: unions, company, inspection.
Regulation requires enforcement.
Patronage system, campaign funding system.
Blast kills 111, yet numerous warnings.
Investigating Commission.
Federal Response: Truman sent CMA from Navy.
Courts: corp. misdemeanors only.
Union outcry.
Congress failed.
1 Political scapegoat for Repub. machine.
The author is the father of Kristin, who was killed by Michael Cartier--her ex-boyfriend, who was under court order to stay away from her. This piece was written to show how our court system failed her--and could fail us.
I think that the best way for me to show the ugliness of this case and the court system is to write out a sort of time line. Unfortunately it is long and his crimes are ugly. What is even more vile are the crimes committed by the police, probation officers, judges and others that we put our trust in--and so did Kristin.
1988 Arrested for burglary, sentenced to 6 months which he never served.
1989 Injected blood into a ketchup bottle.
Oct. 4, 1990 Went on a sledgehammer rampage; smashing through the bedroom wall and into a neighbor’s apartment. He also killed a kitten (that he had earlier thrown into a steaming hot shower and then shaved with a man’s razor.)*
Dec.1990 Assaulted Rose Ryan, back handing her and then chasing her down the sidewalk. He pushed her to the ground and started kicking her. When he stopped kicking her he told her that she had better get up or he would kill her. (He would also say this to Kristin.)
March 28, 1991 Rose called Michael’s probation officer, Tom Casey, after he threatened to kill her. She also took out a restraining order. Tom Casey also obtained a warrant for Michael’s arrest.
--Michael attacks Rose in the subway.
April 19, 1991 Attacks Rose with a pair of scissors.
April 29, 1991 Michael is finally picked up for the warrant that was issued a month ago.**
At the trial he is given 3 months for violating
probation and 1 year for the subway attack but committed only 6 months.
Nov. 5, 1991 Cartier is released for good
behavior and over crowding. Immediately taken in for 59 days for the ketchup
incident the earlier burglary sentence is dropped. He serves 49 days.
Dec. 19 1991 Warrant goes out for contacting Rose by mail while he was in jail.
Jan. (Late.) 1992 In court he is ordered to attended a once a week class--Alternatives to Violence, instead of completing the one year term for the scissors incident.***
March (early) 1992 First beating against Kristin.
April 16, 1992 Last date, and another beating.
April 28, 1992 Cartier goes to Emerge (educational program for abusive men) will not tell the attendant the name of his probation officer and quickly leaves, taking the forms with him.
May (early) 1992 Cartier shows Leslie North (a friend) a gun he bought. May 7, 1992 Kristin calls Moeller, Cartier’s parole officer.
May 11, 1992 Kristin files an emergency one day restraining order. The next day she files a temporary one week order. ****
May 19, 1992 Court date for permanent restraining order. At which time he should have been arrested for contacting Kristin the night before.
May 30, Cartier shoots Kristin 3 times, killing her, then goes to his apartment and kills himself.
Stillman Chap. 3: Environment, Ecology
of Public Admin.
Michael Aron, "Dumping a
$2.6 M on Bakersfield:
How Not to Build a Migratory
Farm Workers' Clinic."
by Jeremy Lewis, from transparencies, ca.
1995.
Mex-Am farm workers have skin diseases from pesticides, nutrition and dental roblems.Regulation:
Legislation:
1970 Migrant Health Act, $11 M, Mondale.
"persons broadly rep've of all elements ... be given an opportunity to participate."
HEW mandates fast programImplementation:
Money arrives in small CA town.
Mandates local participation.
Nixon decentralizing fed CS:
Region IX, S.F. handles.
No Chicano community group to be delegate agency. 20,000 there.Decision:
BUT must spend: end of budget year.
Repercussions:
other community groups not consulted.Political Solutions:
medical group migrant clinic cut back.
Reps complained.
HEW, & KCLM moderated in press conf's.BUT KCLM did not fit Mondale/Stevenson mandate for participation by clients.
Kept grant thro' political skills.
KCLM board added medical professionals.
Clinic in migrant (Mex) area, not black.
KCLM assuaged with Retreat.
Newspaper: $2,500 junket cost.
Got medical dir, doctor attractive clinic, & trailers when med society closed.
2nd Dir Pineda was son of a worker.
Struggles:
KCHC fires Pineda for favoring mexicans.Compromise:
Demos, firings, paint splatters, shots, HEW telegrams.
Medical society wants own clinic.
HEW offers to pay medical society to move.Outcome:
Black & mex boards would merge.
Mex would operate with docs.
Blacks 'financial intermediaries.'
$400,000 spent to date on Weedpatch.
But ongoing protests.
blacks unwilling to concede
campesinos illiterate & overworked
docs not bilingual
social expt, not real health delivery.
and it's worse in urban areas!
Michael Aron, "Dumping $2.6 Million
on Bakersfield"
(Or How Not to Build a Migratory Farm Worker's
Clinic)
Vance McBrayer, 2001
·
About a huge chunk of federal money being dumped into a small town
very quickly, and the mass chaos that soon
followed.
·
March, 1970 - Congress passed the Migrant Health Act, appropriating
$11 million for migrant programs in fiscal
1970.
·
The legislation had been passed late in the fiscal year, giving the
Department of Health, Education, and Welfare
(HEW) only a few months to
spend the money or else forfeit it back to
the Treasury.
·
HEW looked for large groups of chicanos to dump the money on and let
them run the program.
·
With time running out, HEW dumped the $2.6 million to the Kern County
Liberation Movement in Bakersfield, a group
of black citizens who had
only been formed for 6 months.
·
All the local health established caught word of this, and the chaos
began because they didn't understand why
anyone would give $2.6 million
to a bunch of poor people with no administration
experience.
Creative Fumbling
·
By July, project funds were suspended pending "restructuring" of the KCLM
board.
·
However, HEW kept sending funds to KCLM
·
After 3 months of not finding a program director, HEW decided to take
over, appointing Vincent Garza, a Mexican-American,
as director.
·
This turned the ordeal into a race issue.
Dude Ranch Junket
·
Garza's first order of business was to find a location for the health center.
·
Garza began exploring areas of mostly Mexican-Americans, but KCLM
wanted it to be located in an area of mostly
blacks.
·
KCLM felt betrayed, and several board members resigned
Hmm…Federal Funding
·
Weedpatch was finally chosen as the spot for the health clinic.
·
The clinic was setup with all new equipment in a snazzy clinic; not
what you would expect when you hear "migrant
health clinic"
Chicanos in the Wings
·
A "sub-board" of campesinos was created to take over if anything were to
go wrong
·
KCLM were upset to say the least; first, they "lost" the clinic itself,
and now they were about to be loose control over it.
Culturally Unfit
·
Just before the KCLM was suppose to turn control over to CDLC (the campesino
sub-board), they fired the program director, and then refused to turn control
over to CDLC.
·
Picketing ensued.
Bent in the Fields
·
A compromise was struck. The CDLC board would be absorbed into the
KCHC board. Nine people would be jointly
chosen to be a separate board-within-a-board who would serve in a "policy-recommending"
capacity.
If Weedpatch Had Movies
·
That should have been the end of problems, but they continued to continue
(if that makes sense).
·
Controversy was rampant in everything from hiring and firings to petty
theft, resignations, and false sexual rumors.
·
This situation went from an attempt to provide poor people with better
medical care to a fight for power with Bakersfield.
These adaptations occur through four strategies to include: Continually branching out, developing an effective management team, adopting the local cultural values, and taking risks at the top.
With Clinca Sierra Vista expanding all the time, it must keep up strong grants and contracts to maintain positive cash flows. Approximately thirty grants and contracts as well as various federal, state, local, and private funding and partnerships support the clinic. Clinca Sierra Vista has created a network of freestanding, organized clinics, which are known for their aesthetic attractiveness, funded off low-interest mortgages. A major entrepreneurial strategy that has worked for Clinica has been manipulating the legislative agenda at federal and state levels in order to support growth and organizational survival. As in business, great rewards come with great risks. The flourishing of Clinca Sierra Vista has been seen through Steve Schillings daring with risks and company expansions and enhancement programs. A new program which he instituted involved a computer-based financial system which was able to analyze service delivery patterns while tracking and evaluating overall program effectiveness. Such innovations which might be considered risky with a not for profit organization have led to the immense success in the past twenty five years of Clinca Sierra Vista.
All information derived from: Moore,
BJ. “A Retrospective: Weedpatch Revisited.” Public Administration: Concepts
and Cases. (2000): 96-98.
B.J. Moore, "A Retrospective: Weedpatch
Revisited"
Kristin Goodrich, 2001
Background: named Clinica Sierra Vista
location ranges around San Joaquin Valley in California
date starts in 1972 cont. to present
Importance: proves efficiency in well organized public administration
Resources: 22 million dollar budget, 400 employees, and 11 clinics
Objective: to provide healthcare to the underprivileged
People that benefit: began applying to farmers
in the region, but has expanded to provide help to
mostly underprivileged Hispanics, pregnant
and teen mothers, the elderly and the homeless
Services provided: family planning, counseling
for pregnant and parenting teens, a mobile van for
reaching the homeless, school based health
clinics, and dental care
Funding: receives grants and contracts from
30 federal, state and local partnerships, in addition
to receiving funds from WIC, women, infants
and children program,and MCOP, maternal child
outreach program
Reason for 25 yr. success: 1. continually
branching out
2. developing an effective management team
3. adopting the local cultural values
4. taking risks at the top local and private funding partnerships
Additional reasons for success: working with
the legislative agenda has been instrumental in
the growth and organizational survival and
the strength of a strong CEO, Steve Schilling, and his
push for grants from the Bureau of Primary
Health Care and in 98' the accreditation from the
Joint Commission for the accreditation of
Healthcare Organization, finally, the introduction to a
computer based financial system has made
it easier to analyze service delivery patterns and to
evaluate program effectiveness
Challenges to administration: scarce organizational resources
Solution: long term tenures and strategic
planning { this is has allowed the Clinica to operate for
25 yrs}
On January 28, 1986 the seven member crew of the Challenger began their
flight at 11:38 a.m. only to see it
end 73 seconds later when the Challenger exploded in a fireball of hydrogen
and oxygen
propellants which destroyed the rocket and the space shuttle.
In this case study Professor Charles probes the causes behind the disaster.
He argues that it is far
more important “to develop an appreciation of the human side of the management
and its influence
on the Shuttle disaster.” Charles concluded “engineers not having management
responsibilities
viewed the data regarding the O-ring performance at cold temperatures quite
differently than did
management personnel.”
Purpose of this case study:
1. demonstrate the organizational failings that
resulted in the Challenger catastrophe.
2. provide an analysis of organizational failings.
The organizational failings included such phenomena as an environment of
pressured
decision-making, lucrative contracts, Congressional funding, and bureau-political
infighting within
NASA and among NASA, the military and other governmental agencies competing
for space dollars.
The analysis of the organizational failings will present several reasons,
from a
social-psychological perspective on how an agency such as NASA, with its
excellent reputation
for management, technology, and safety cold produce such a catastrophic
event.
NASA= The National Aeronautics and Space Administration is the governmental
agency
responsible for the development and management of the Space Shuttle program.
NASA has
awarded several private firm contracts with the purpose of developing and
designing the STS.
These private firms include:
1. Rockwell International Corporations Space Transportation
Systems Division,
2. Martin Marietta Denver Aerospace,
3. The Morton Thiokol Corporation, and
4. Rocketdyne.
Managerial responsibility for the shuttle program was divided by NASA into
3 field areas which
included:
1. Management of the orbiter was the responsibility
of the Johnson Space Center in Houston,
Texas.
2. Marshall Space Flight Center in Huntsville,
Alabama assumed the responsibility for the Solid
Rocket Boosters, the orbiter’s main engines, and the External Tank.
3. Responsibility of assembling the Shuttle compressors
was given to the Kennedy Space Center
in Merritt Island Florida.
The Challenger was originally scheduled for lift-off in July 1985, and
a scrubbed mission because
of high winds at Kennedy Space Center on January 27, 1986 but it was rescheduled
for launch on
January 28, 1986.
There were a series of meetings before the launch on the 28th of January
and they all dealt with
different aspects of the mission and whether or not to launch.
Meeting 1:
During the short meeting following the Mission Management team’s decision
to scrub the January
27th lift-off, no mention of the Solid Rocket Boosters, or the earlier
O-ring erosion found on
previous shuttle flights launched in cold weather was made, even though
temperatures were
expected to drop into the low twenties overnight.
Meeting 2:
Discussion at this meeting on January 27th concentrated on the effect
the expected cold weather
would have on such things as eye wash and shower water, water drains, the
suppression systems,
and the overpressure water trays. At this meeting it was decided that the
orbiter heaters should be
activated, but again there was no mention of the Solid Rocket Booster O-rings.
Meeting 3:
There was a phone conversation between Mr. Ebeling and Allan McDonald in
which Mr. Ebeling
expressed his and the other engineers’ misgivings regarding the performance
of the O-rings in the
Solid Rocket Booster field joints at cold temperatures. Result: Mr. McDonald
contacted the
Kennedy Space Center launch operations center in an effort to collect temperature
data.
Meeting 4:
At this meeting Thiokol representatives voiced their concerns about the
performance of the Solid
Rocket Booster O-rings…it appears that Thiokol recommended that the launch
be delayed until
noon or later when the temperature was higher.
Meeting 5:
Charts presented at the meeting included information regarding the following:
1. a history of O-ring blow-by and erosion in the
Solid Rocket Booster joints at previous flights and
2. the results of subscale testing and static tests
on the O-rings.
All of the information presented did not convince two of the NASA administrators
that the cold
weather would result in a slowed O-ring, blow-by, or ultimate disaster
of the Challenger.
In conclusion, NASA and ultimately its contractors left the traditionally
conservative design,
development, and testing stage behind. Result: they began to rationalize
away, they failed to
communicate, they improperly analyzed data, and generally became sloppy
in their work and
overconfident of their successes due to past shuttle flights….
Susan Rosegrant, "Wichita Confronts Contamination"
by (Jessica Fails)
-In Wichita, Kansas in 1990 the business distracted
was faced with urban decline.
-there was a renewal project
that involved in improving public leverage; it was a $375
million dollar project.
-in downtown Wichita there
was hazardous chemicals that caused cancer and other health
problems that was found in the private and
industrial areas.
-the banks became aware
of the chemicals, they began asking for soil and water samples,
before giving out loans.
-in june a local manufacturer(
Coleman Co. Inc.) approached the city's legal department
for advice about the contamination problem
that they discovered in routine testing.
-the Kansas Department
of Health and Environment reported that that Wichita was sitting
on a underground lake polluted by various
industries.
-city manger Chris Cherches
estimated that it would cost $20 million and take at least 20
years to clean up the contamination.
-the Wichita community
didn't take the contamination serious, the contamination was so
serious that it was moving a foot a day.
-the economic impact of
the contamination had the community up in a uproar.
-Kansas Department of
Health and Environment (KDHE) reported that 508 areas of
businesses as Potentially Responsible Parties(PRP)
under the Superfund law.
-the Superfund law is
where the hold all the potential business liable for the cleanup cost
regardless of whether they contributed to
contamination.
-the banks relining had
impact on commercial and residential property owners.
-Chris Cherches had to
come up with a plan: had two major priorities 1) to begin the
clean up process as soon as possible, 2)
and to prevent property values
-he to convinced the banks
to resume lending in the area
-Cherches had to come
up wit a third option, he proposed that the city take full
responsibility for the contamination,
they would attempt to
sidestep the time and resources
normally spent on Superfund- related litigation
and to create mechanism to get the banks to
lend in the contaminated are again.
-Cherches faced a barrier
for the problem and it was finding a way to finance it
Cherches list of financing alternatives
-Establishing a special assessment district
-Issue bonds
-Create a tax increment finance district
-County pay entire cost, with state assistance
- Impose a statewide tax
-Cherches concluded that
creating a tax increment finance (TIF) district would be most
equitable and politically palatable way to
raise funds
-WIchita proposed that
the tax be called a decrement plan, the city would devalue all
property in the pre-contimated level under
the argument that the city would create a plan to
restore the lost value. The difference
would create an increment to set aside each year to
finance the cleanup.
-Cherches won the support
from everyone to get the spill cleaned up
Jennifer Egan “Uniforms in the Closet”
By: Liz Arnett, 2003
The “Uniforms in the Closet” by Jennifer
Egan is a case study about the federal law known as “Don’t Ask, Don’t Tell,
Don’t Pursue” and whether or not this law helps homosexuals in the military.
Egan describes this law as follows, “Under ‘Don’t Ask, Don’t Tell,’ homosexuals
(or bisexuals) may serve as long as they tell no one about their sexual
orientation, refrain from ‘homosexual acts’ and forgo homosexual marriage.
The policy bars the military from questioning service members about their
sexual orientation or investigating them without credible information that
they have engaged in homosexual conduct” (Egan, 171). Egan concentrates
on the Marine Corps because this is the section of the military that is
known for its homophobia. She meets and writes about more than one homosexual
in her article, but she concentrates the most on a man named “R.”
“R” is a Marine Corps officer who has
been a “mustang” which is an enlisted marine that has changed to a commissioned
officer, a commanding officer and a general’s aide. Even though he has
all these qualifications under his belt, “R” has to constantly worry about
someone finding out about his sexuality because if anyone ever did know
he is gay, he would automatically be dishonorably discharged, which leaves
you with nothing. Then the question raised is why does he not feel safe
with the “Don’t Ask, Don’t Tell” policy. Egan states that the answer is
this, “For one thing, is has turned discrimination against homosexuals-
formerly just a military policy- into Federal Law. And by forcing homosexuals
to remain invisible, R. says, the policy deprives gay military people of
any chance to prove themselves and begin to dispel the prejudices against
them” (Egan, 173).
Ever since this policy has become Federal
Law, the rate of discharging homosexuals from the military has risen 67
percent. Another surprising fact is now that there are new rules to how
you are allowed to investigate people who might be gay have changed since
this policy is a law; over 1,379 command violations have been documented
in just the first four years it has been in place. This statistics have
made the gays in the military to live fake lives just to protect their
job. R. talks about many officers who have “stunt babes” who are women
pretending to be these gay men’s girlfriends. R. even talks about a woman
named M. who got married just to hide her sexual preference. This fake
life that R. has to live is very bothersome to him because the Marine Corps
has a Core Value card that includes, “ ‘Honor,’ begins the test, which
also includes the words ‘integrity,’ ‘Responsibility’ and ‘Accountability’”
(Egan, 174). How can these homosexuals feel completely apart of the Marine
Corps and carry around this Core Value card, and yet be expected to lie.
The argument that proved to be the
biggest problem with the “Don’t Ask, Don’t Tell” law is the section of
the law that states that one cannot be investigated without credible information.
R. questions what this “credible information” is exactly and he uses the
case against a female named Harden who was enlisted in the Air Force. In
Harden’s case her roommate claimed that, “Harden owed her money forged
letters in Harden’s name stating that she was gay and gave them to her
commanding officer” (Egan, 175). Even though Harden’s roommate admitted
to forging these letters, and Harden passed the polygraph test and had
three ex boyfriends testify, but the separation board still found her guilty
and she was discharged. This ruling will always be on her record which
can be looked at by any employer for the rest of her life.
The “Don’t Ask Don’t Tell” federal
law is proven to be insufficient in this case study. Egan shows how gays
in the military are more persecuted now than before because this law has
brought special attention to the fact that there are gays in the military.
Just because straight people might feel more comfortable not knowing the
sexuality of one of their fellow men/women, that still does not justify
the mistreatment that R. mentions through out this case study. R. best
describes this federal law in the following quotation, “‘Clinton thought
that he was doing us this big favor,’ R. says, ‘and all he did was build
a brick wall around the closet’” (Egan, 174).
Stillman Chap. 7: Decisionmakers &
Subsystems.
Stillman, Case Study 7,
Elaine Sciolino and Ethan Bronner, “The Decision to Bomb the Serbs”
Outline By Walker Garrett (2005)
Background: Yugoslavian nation established in 1918, and after WWII,
Marshall Tito created a
united Yugoslavian; however, upon his death in 1980, economic decline
and ethnic rivalries led
to conflicts. Serbian President Slobodan Milosevic encouraged the Serbs
to take their place as
the primary nation in the region of broken up Yugoslavia.
Kosovo: historic ethnic and religious differences, sacred ground to Christian
Serbs numbering 10.3 million. It is also
the site of ancient Orthodox Christian
Monasteries and a revered battlefield
between Turks and Christians.
Kosovo’s two million inhabitants are
ethnic Albanian Muslims. In 1989, Milosevic took
away Kosovo’s autonomy and established
Marshall Law. The Kosovo Liberation was
formed as a guerrilla movement to defend
Kosovo’s Muslim population.
During time of Milosevic’s massacres in 1998 and the breakout of open
warfare, Clinton was
undergoing impeachment investigations by the Congress over the Sex
Scandals, so the
Executive could not get the focus on reacting to the aggression in
Kosovo.
Gen. Wesley K. Clark, NATO commander and Gen. Klaus Naumann, chairman
of the NATO
military council confronted Milosevic with photos of his massacres
and issued threats of NATO
air strikes. Milosevic rebutted the allegations as part of a terrorist
plot.
Dec. 12, 1992, the Bush Administration had warned Milosevic of unilateral military action if he took action against Kosovo.
A peace conference in Dayton, OH ended the Bosnia war during the Clinton Adm.
Robert S. Gelbard was U.S. envoy to Milosevic, and he castigated him
for the killings in 1998,
and expressed that Milosevic was strengthening the KLA.
During this time, not only were the impeachment investigations going
on, but the Clinton foreign
policy team was focused on Russia’s economic implosion and Presidential
visits to China and Africa.
An Albanian political leader, Mr. Rugova met with Clinton and Gore to
implore military
intervention to prevent more violence in Kosovo. An alliance of nations
formed, and NATO
drew up military plans which led to Milosevic making promises of concessions.
Options: Air strikes, 200,000 ground forces, Cruise Missiles
The idea came for proposed NATO-Russian cooperation, a ground force
divided
between the two as an international military presence and police force.
Oct. 1998- The President outlined the plan for NATO air strikes, the
Congress made clear that
a commitment would be made to air power, not deployment of American
soldiers.
Milosevic agreed to withdraw most forces from Kosovo, permitted 1800
unarmed international
inspectors, but his catch was that NATO would lift the order that gave
authority to launch strikes immediately.
Oct. agreement fell apart, Serbs prepared for offensive, but the KLA, more confident now as being backed up by the American Air force, reclaimed abandoned territory and mounted continuous small-scale attacks.
Jan. 16, 1999, 45 bodies found from a massacre, this led to U.S. and Europe public opinion towards addressing Milosevic
Jan. 19, Sec. of State Albright brought new plan threatening bombing
if NATO demands were
not met to include NATO troop deployment and granting Kosovo broad
autonomy.
Bombing began March 24, 1999 after Milosevic ignored threats and denied the massacres.
Useless meetings at Rambouillet, Milosevic didn’t even attend, failed to convince Albanians of KLA to sign a deal. This took pressure off the Serbs since the Kosovo Liberation Army wouldn’t agree to the terms.
After being acquitted on Feb. 12, Clinton began to focus on Kosovo.
March 18, the ethnic Albanians signed a peace plan in Paris, Serbs wouldn’t sign, leads to air strikes.
What did it take to decide to bomb the Serbs?
It took the freeing up of the Executive office from impeachment to
get the President more involved; the KLA had to leverage the international
community by cooperating with the peace deals, showing the unwillingness
of the Serbs to negotiate; a series of photographed massacres had to be
found and evidenced; failed negotiations by NATO; build-up of Serbian forces
around Kosovo.
I. History of MOVE and events leading up to disaster.
A. Founded in the 1970s, in Philadelphia by Vincent Leaphart.II. Two Paradoxes
1. V. Leaphart changed his name to John Africa and all of his followers too on the surname “Africa”.
2. Created tension with landlords for unsanitary practices and with police for causing profane and provocative disturbances.
3. The mayor of Philadelphia is former police commissioner, Frank Rizzo, known for tough law enforcement.
a. favored by whites for being aggressive against crime.
b. disliked by blacks and journalists for alleged police brutality and violations of civil liberties.
4. Police convince MOVE member to surrender weapons and vacate home after utility bill remain unpaid.
5. MOVE members refuse to leave upon arrival date for their departure.
a. police begin to demolish house in order to drive members out.
b. MOVE member fires upon police, from basement window, killing one and wounding eight others.
6. Nine months later, MOVE members move into new house and begin harassing neighbors again.
7. W. Wilson Goode is elected mayor after serving as Managing Director under William J. Green, JR.
8. Two years later police plan to drive MOVE members from fortified home backfires resulting in death of 11 move members and the destruction of 61 homes.
A. Delay followed by haste.III. Psychological reasons for actions taken by Mayor Goode.
1. Mayor Goode hesitated to act in hopes to resolve problems without conflict.
2. Finally decides to forcibly drive MOVE members from house is a very short amount of time.
B. Arms-length action by a hands-on mayor.
1. Mayor Goode was very involved with citizens and paid almost excessive attention to detail
2. Before final conflict, the mayor held only two brief meeting during which no details were discussed and during the conflict the mayor was a surprising distance from the scene.
1. Occurs in time when there is no extreme pressure to change an existing policy even though its consequences are unfavorable.IV. Three Decisional Conflicts: ...
2. Symptoms include procrastination, passing the buck, bolstering.
B. Hypervigilance is “the strong desire to take action in order to alleviate emotional tension.
Stillman Chap. 8: Decisionmaking &
Incremental Choice.
I. Background
The background of the community of Mount
Carmel originates with Victor Houteff, who had left
the Seventh Day Adventist Church. This
group was neither militant or armed. When he died his
the group divided part following his wife,
part following Ben Roden. The majority of the group
followed Roden in the end, and upon his death
they followed his wife. Until a young man,
Vernon Howell (22) begins a sexual relationship
with her (a 71 year old woman) beginning a
contest for control of the group. A
gun battle occurred. Howell obtained control of the
compound. Howell then comes to be known
as David Koresh and for nine years ran the
compound. In such time he declared
all the men celibate and all the woman his wives, engaging
in sexual relations with the girls as young
as ten. In May 1992 the ATF establish probable
cause. The weeks and months following
the Waco incident probed the most trying in ATF
history.
II. The Decision
Viewed in the context of organizational routines
formed by structure, culture, environment, and
task and as a series of interrelated but
distinct decisions by individuals within ATF, the raid
becomes understandable, though not essentially
defensible. Davidians were ordering numerous
kits of replacement parts for M-16 machine
guns. Coupled with orders with statements from
former members and reports of machine gun
fire, given probable cause they got the search
warrant; this was normal procedure for the
agents. US Attorney's office said to proceed with
federal action. The decision to investigate
Koresh reflected the application of organizational
routine in a classic sense.
III. Why the Raid?
The difference in reation is derived from
three seperate causes. Use of coercive force, fear of
ATF serving a political agenda, and the civil
libertarians with conflit between the state and
unpopular religious views.
IV. The decision to Use Dynamic Entry
How the warrant should be served was the
question and they had two options both so violated
the values and routines of the field agents
that top level management would have had to invoke
them. The HRT was clearly the most
highly trained, best equipped law enforcement tactical
group in the US. The operation might
well have been beyond their capabilities and likewise
ended in disaster, ATF would have been politically
buffered. Under faulty information they
thought the men would be at work and unarmed
for the attack.
V. The Plan
The final plan was to serve the arrest and
search warrants at 10:00 am on Monday, March 1,
1993. Planners made extensive preparations
for emergency medical care of any injured
persons. After assembling in Waco,
the entire army's urban warfare training facilities at nearby
Fort Hood, Texas. Army Special Forces
advisers critiqued and advised the rehearsals and made
suggestions for improvements.
VI. The Execution
April 19, 1993 agents of the FBI hostage
and rescue team, injected tear gas into the compound
and occupants responded by lighting multiple
fires. The fires and the self inflicted gun shot
wounds resulted in the death of over seventy
occupants including a number of children. The
subsequent trials in the US District court
resulted in the conviction of several Davidian survivors
on weapons and manslaughter charges but acquittal
on murder and murder conspiracy charges.
Stillman Chap. 10: Executive Management
& Effectiveness.
Case 10: Langewische, The
Lessons of ValuJet 592
Ryan Rice, 2003
Stillman simplistically describes the three types of airplane accidents as a) procedural b)engineered and c)system accident. The first, procedural, entails a single obvious mistake that can be understood immediately and in simple terms. These mistakes include flying in thunderstorm or with ice on the wings, premature descent or a loss of control due to fear or boredom. The second, engineered, describes surprising failures in material that should have been detected by designers or test pilots. Stillman reports that these mistakes lead to examination and result in tangible solutions. Finally, systems accidents are much more complicated accidents which may fall beyond the reach of conventional solutions.
The sociologist, Charles Perrow has coined the term “normal accidents” which describes the same things as system accidents. Perrow’s “normal accidents” describe those accident which result from, as Stillman puts it, “the confusion that lies within the complex organizations with which we manage our dangerous technologies. Perrow also claims that Murphy ’s Law is wrong – What can go wrong usually goes right.
Inferno in the Air
All planes are equipped
with oxygen generators; small steel canisters which create a chemical reaction
to produce oxygen in case the plane lose cabin pressure. These steel
canisters have a shelf life and ValuJet had contracted SabreTech to remove
and replace the canisters on a number of their DC-9s. ValuJet gave
SabreTech explicit instructions for the removal of the canisters as well
as warnings of fire associate with the devises. SabreTech decided
to ship the expired canisters back to Atlanta with the planes. The
canisters were placed in cardboard boxes and loaded in the cargo hold,
on top of functional generators. This mistake in judgment along with
the negligence of the shipping clerk and the ramp agent allowed for the
canisters to be lift in the cargo hold, later catching fire and causing
the crash of the 592.
The Hunt for Blame
David Hinson, FAA
administrator at the time, in the wake of the crash defended ValuJet and
in turn brought the blame to the FAA. Though the FAA was running
the normal level of check on the ValuJet, there had been concern, inside
the FAA that the airline was expanding too fast. The FAA launched
an extensive investigation into ValuJet and the cause of the crash.
The Airline was grounded and later returned to the sky under a new name,
AirTran. SabreTech was not able to survive the investigations and
closed its doors in 1997
A “Normal Accident”
Perrow has “interactive
complexity” and “tight coupling” which he uses to describe certain processes.
“Interactive complexity” basically describes a domino effect of complicated
parts. In large systems, the combination of small failures in nearly
infinite. The lack of slack in this domino effect is what Perrow
calls tight coupling.
This reading covers the life, career, and
events leading to the suicide of
Admiral Mike Boorda, the United States Navy's
Chief of Naval Operations during
the Clinton administration. This reading
tackles the conflict between tradition
and Washington politics.
Events leading to suicide
1.Tailhook
Tailhook was a military scandal in 1991,
that old navy officers measured with
Pearl Harbor in its ability to destroy the
US Navy's rep.. Nearly three hundred
naval aviator's careers have been destroyed
or ended by Tailhook. The scandal
brought women in combat;mandatory career-long
sensitivity training;and
politicians into the Navy's sacred promotion
process.
The Tailhook convention occurred on the weekend
of Sept. 5 through the 8th in
1991. Enlisted men forced enlisted
women through a clothes-tearing, flesh
grabbing gauntlet at a convention attended
mostly by the Navy's senior officers.
Strippers were also hired and usually
danced for them totally nude and
performed fellatio on the officers while
the others watched.
This scandal set the stage for Admiral Boorda
to be appointed by Clinton. He
was not old Navy. He was a Jew.
He had never been in combat. He loved the
politics of Washington. He was the
quintessential bureaucrat. The perfect
leader to the seemingly new sensitive politically
correct Navy. He should have
bolstered the Navy's rep. among women and
minorities.
2.Rachel Hansen
Rachel Hansen was in flight training school
and was dropped from her flight
training because of her inability to perform
and to respond to criticism. She
appealed this decision. Then, the decision
was affirmed to be correct by her
commanding officer, a Navy review board,and
the Inspector General of the Navy
and the Department of Defense. Then
she appealed again to the Navy's top
aviator, a well respected Vice-chief of Naval
Operations, Admiral Stan Arthur.
He also backed the previous decisions.
Hansen did not give up the fight. She
claimed that the reason for the drop was
because she had filed a sexual harassment
suit against an officer a year earlier.
When Boorda came into office, to appease Hansen
and, he thought, solve the
situation, he offered Hansen a job with him
in Washington to keep her quiet.
This caused Stan Arthur, a very very popular
Admiral to resign his post and
retire. This situation did not sit
well with the Navy brass. They saw Boorda's
actions as trading an Admiral for a complaining
ensign who was a woman on top of
that. He also reversed the findings
of some of the Navy's top men with that one
job offer. He would later admit it
to be the greatest mistake of his career.
3.Boorda was seen wearing two combat "v's",
a symbol of valor in war. Newsweek
reporters noticed this and investigated.
They found out that he had never been
in combat and asked for an interview to question
him about the situation. This
would have definitely rubbed everyone in
the Navy the wrong way. The Navy's top
man wearing medals that he had not earned.
----Directly following Newsweek's request
for an interview, Boorda drove home
and shot himself in the chest, killing himself.
He could not take the
controversy any longer. Many top figures
in the Navy point to his suicide as
the event that ended the large sexual harassment
scandals that were taking place
Stillman Chap. 13: Implementation.
Case 13: Jacobs, Marmor & Oberlander,
"Paradox of Rationing: Oregon Health Plan."
by Sierra Turner, 2005
-The National School Lunch Act was authorized by Congress to “safeguard the health and well-being of the nation’s children and to encourage the domestic consumption of nutritious agricultural commodities”. Basically, the act was created to provide nutritious lunches to school children and to provide an outlet for agricultural commodities, which would help America’s farmers
-The National School Lunch Program is administered at the state level by the department of education and at the local level by the school district administration. All public schools are automatically eligible to be in the program, and private schools can volunteer to join. Over 99% of public schools were in the program in 1996, over 93,000 schools. About 56% of students participate in the program, though 92% are eligible.
-The NSLP currently operates as an entitlement, meaning that federal funds must be provided to any school that applies and meets the eligibility criteria.
- Federal subsidies are provided to schools with larger numbers of students who meet the criteria to receive reduced-price or free meals. Current estimates show that about half of all children who participate receive either free or reduced lunches
-The Dietary Guidelines for Americans, first
released in 1980 by both the U.S. departments of agriculture and the department
of Health and Human services serves as the basis for all nutritional policy.
USDA studies show that low-income children depend on the NSLP to provide
from 1/3 to ½ of their daily dietary intake
Stillman Chap. 15: Public Interest &
De-Regulation.
Primary Objective: Explore the institutional
conditions (both organizational and professional)
necessary to translate principles of right
action into effective administration practice using the
Madonna controversy of her book Sex.
Sex: A series of personal poses
taken by a well-known photographer who erotically captures
the pop star's sexual fantasies.
Administrative Fantasies and Role Ambiguity
The role of librarians in the Madonna controversy
allows us to explore this linkage between
stewardship principles and the mediating
conditions for effective moral practice.
There are at least three reasons why librarians
and local public libraries are particularly useful in
exploring the linkage between principles
of "right thinking" and the conditions for "right action."
1. Libraries, along with schools,
reflect as well as shape the social construction of meaning
within local construction of meaning within
local communities.
2. Professional librarians
participate in this process of "making social meaning" with the kind
of formal professional training that does
not differ in significant respects from that received by
most public sector career administrators.
3. Both librarians and
libraries are greatly influenced by the American Library Association's
growing role in shaping the meaning of censorship
controversies in cases like Madonna's Sex.
The problem is that libraries do not have
unlimited financial resources; books are paid for by
community tax payers. While libraries
are expected to reflect the needs of its citizens, it is also
necessary to protect the right of access
to ideas for all users.
In response to this controversy, different
institutions responded in different ways.
-not purchasing the book
-removing it once purchased
-vigorously defending
purchase
-alterations in policies
(enabling parents more control over what their child reads)
Madonna's Sex: Patterns of Administrative
Response
If libraries refused to buy the book, it
would appear to be censorship, since there was surely
patron demand; if they bought a lot of copies
for circulation, however, these might be stolen or
damaged. Many libraries chose to buy
just one or two copies to keep on reserve, but this often
sparked as much opposition and criticism
as if the library had purchased dozens of copies to
satisfy demand.
Libraries responded to this dilemma with three different patterns of administration:
1. "Just Say No" or Emptio
Interuptus
-Not enough public support for the book to be ordered.
2. Making Madonna's Sex
Safe
-One copy bought, that could not be checked out.
-Due to the quality of the binding and inappropriateness of the material
3. Unrestricted Access:
Madonna's Sex May be Had for the Price of a library card.
-leave policies as they stood where anyone with a library card can check
out any book
Impact of ALA's Office of Intellectual
Freedom
ALA constantly reminded its members that
their primary mission is to promote and defend
intellectual freedom against all forms of
censorship.
Compared to most other public professions,
this stewardship responsibility is well developed
and reasonably well defined.
The Library Bill of Rights includes, but is
not limited to:
-placing responsibility
on parents for controlling access of material to minors
-opposing labeling or
expurgation of materials
-preventing restrictions
on access
-protecting patron's rights
of privacy
Office of Intellectual Freedom
Created in 1967, the OIF bears responsibility
for educating libraries and the general public on
the importance of intellectual freedom, using
ALA policies as a guide.
Through its various publications, model policies,
and legal support, the Office of Intellectual
Freedom has provided those exercising administrative
discretion with a mediating institutional
structure for defining the meaning of stewardship
by linking library policy with constitutional
principles.
Douglas F. Morgan, "Madonna’s Sex"
by Jason Lewis (Fall, 2003)
Administrative Fantasies and Role Ambiguity
o Sue Miller’s moral dilemma is fertile ground
for those concerned with the ethical basis of administrative discretion.
o Even when a career administrator is confident
about “the right thing to do”, frequently there is a large abyss between
stewardship belief and institutional action.
o Three reasons why librarians and local
public libraries are particularly useful in exploring the linkage between
principles of “right thinking” and the conditions for “right action” are
the following:
(1) Libraries reflect and shape the social construction of meaning within local communities.o Library Bill of Rights, First Amendment- Books and other library resources should be provided for interest, information, and enlightenment of all people of the community the library serves. Materials should not be excluded because of origin, background, or views of those contributing to their action.
(2) Professional librarians participate in the process of “making social meaning” with similar professional training of other public sector administrators.
(3) Librarians and libraries are influenced by the American Library Association’s (ALA) growing role in shaping the meaning of censorship controversies.
Madonna’s Sex: Patterns of Administrative
Response
o First Pattern- “Just Say No” or Emptio
Interuptus
o Second Pattern - Making Madonna’s SexSafe
o Third Pattern - Unrestricted Access:
Madonna’s Sex May Be Had for the Price of a Library Card
All three patterns of this section show incidents of how people of their particular community spoke their concerns on the issue of whether or not the book should be accessible.
Conclusion
o There is a need to go beyond looking at
what administrative practice is and also look at the aspects of moral action.