Read Exercises 2 And 3 In The Dresang Text The Moynihan Pand ✓ Solved

Read Exercises 2 And 3 In The Dresang Text The Moynihan Pandey

Read Exercises 2 and 3 in the Dresang text, the Moynihan & Pandey article, and conduct your own research. You must explain the different models of organizational design that may be utilized in public administration, the effects that these models may have on public service motivation, and an evaluation of organizational structure options in light of biblical principles.

Option 1: Research Paper. If you elect to write a research paper for this assignment, the text of this research paper must be 5–7 pages (not including title page, reference page, and any appendices). This paper must be in current APA format with 1-inch margins and 12-pt Times New Roman font. A title page and reference page must be also included.

You must include citations to at least 4–7 appropriate sources (in addition to the course textbooks, assigned readings, and the Bible) to fully support your assertions and conclusions. This assignment draws heavily from the assigned readings for this module/week and you are expected to illustrate your understanding of those sources.

Paper For Above Instructions

### Introduction

Organizational design is a critical component in the field of public administration. Understanding different organizational models helps not only in structuring public agencies effectively but also in fostering public service motivation among employees. This paper will explore various models of organizational design applicable in public administration, analyze the impact of these models on public service motivation, and evaluate these structures in alignment with biblical principles.

### Models of Organizational Design in Public Administration

Organizational design encompasses the ways in which a public administration entity arranges its functions and resources to achieve its goals. Several models can be identified within this context:

1. Hierarchical Model: The traditional bureaucratic structure is characterized by a clear chain of command. It supports efficiency through well-defined roles but may impede innovation and motivation due to its rigid structure (Baker et al., 2017).

2. Team-based Model: This model promotes collaboration by forming cross-functional teams to address complex issues. The emphasis on teamwork can enhance public service motivation as it incorporates input from diverse stakeholders (Sundström et al., 2019).

3. Networked Model: A recent trend in public administration is the shift towards collaborative networks that emphasize partnerships among various governance entities. This model encourages shared responsibility and collective accountability, which can enhance motivation by fostering a sense of community (Agranoff & McGuire, 2003).

4. Flat Structure: A flat organizational structure reduces layers of management, facilitating faster decision-making. Employees in such environments often feel more empowered, directly impacting motivation and job satisfaction (Lawler, 2018).

### Effects of Organizational Models on Public Service Motivation

The models of organizational design profoundly affect public service motivation. For instance, the hierarchical model may lead to diminished motivation if employees perceive their efforts as undervalued due to the rigid nature of the structure. Conversely, in a team-based or networked model, enhanced collaboration often leads to increased employee engagement and motivation as individuals feel their contributions matter (Van der Wal et al., 2008).

In networked organizations, the high level of interaction and the shared responsibility enhance intrinsic motivation among employees. Individuals feel a sense of belonging and ownership toward their work, further encouraging an environment filled with purpose and commitment (McGuire, 2006).

### Evaluation of Organizational Structure Options in Light of Biblical Principles

When analyzing organizational structures, biblical principles provide valuable insights. The foundation of servitude leadership, as exemplified by Jesus Christ (Mark 10:42-45), underlines a focus on serving others rather than seeking power. This principle aligns seamlessly with team-based and networked organizational designs that emphasize collaboration and support over hierarchy (Liden et al., 2014).

Furthermore, the Bible emphasizes the importance of unity and working towards a common goal (1 Corinthians 1:10), which can be best achieved through collaborative structures. A flat or team-based organization encourages collective efforts and aligns with the biblical value of being 'of one mind' and 'one spirit' (Philippians 1:27).

Moreover, transparency and accountability are virtues highlighted in biblical teachings (Acts 6:1-7). Organizational designs that promote these values, such as flat structures or networks, can enhance trust among employees and boost motivation (Brown & Treviño, 2006).

### Conclusion

In conclusion, different models of organizational design possess unique characteristics that impact public service motivation. The hierarchical, team-based, networked, and flat structures all offer distinct advantages and challenges. While evaluating these structures, alignment with biblical principles can guide public administrators toward fostering environments that promote collaboration, transparency, and servitude leadership. As public administration continues to evolve, embracing diverse organizational models will be essential in enhancing the motivation and engagement of public service employees.

References

  • Agranoff, R., & McGuire, M. (2003). Collaborative Public Management: New Strategies for Local Governments. Georgetown University Press.
  • Baker, S. D., Kram, K., & Hart, A. (2017). The Distributed Nature of Leadership. In Leadership Studies: The Textbook. Sage.
  • Brown, M. E., & Treviño, L. K. (2006). Ethical Leadership: A Review and Future Directions. The Leadership Quarterly, 17(6), 595-616.
  • Lawler, E. E. (2018). Designing Organizations: An Executive Guide to Strategy, Structure, and Process. Jossey-Bass.
  • Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2014). Servant Leadership: Development of a Multidimensional Measure and Multi-Level Assessment. The Leadership Quarterly, 25(1), 10-22.
  • McGuire, M. (2006). Collaborative Public Management: Assessing What We Know and How We Know It. Public Administration Review, 66(3), 242-263.
  • Mark 10:42-45, New International Version. (1984). The Bible.
  • Philippians 1:27, New International Version. (1984). The Bible.
  • Sundström, P., Ekvall, G., & Örtqvist, D. (2019). Team Working and Innovation: A Review of the Evidence. European Journal of Innovation Management, 22(4), 534-561.
  • Van der Wal, Z., de Lange, D., & Jansen, P. (2008). Public Service Motivation: Validating the Scale in the Netherlands. Public Administration Review, 68(5), 919-928.

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