SSCG4 the Student Will Demonstrate Knowledge of the Organization And

Total Page:16

File Type:pdf, Size:1020Kb

SSCG4 the Student Will Demonstrate Knowledge of the Organization And Unit 4 Focus Activity 2; Bureaucracy Directions; Write; Name, Date, and Class Period Across the top and attach Foldables to the back for turn- in. Use your reading sheets, notes. TOPIC SUMMARY Hundreds of agencies make up the federal bureaucracy. They are organized as cabinet departments, independent agencies, and regulatory commissions. The majority of these departments and agencies belong to the executive branch and help to see that laws are carried out. The civil-service system ensures that people are able to keep their government jobs regardless of whether they personally support the administration in office or not. Folded Table Three-Tab Venn Diagram Many of the bureaucracies of the government fall into To better understand the history of the civil service different classifications. Students will make a Folded Table system, have students make a Three-Tab Venn to classify two types, Independent Agencies and Regulatory Diagram. On the left tab, Students will explain the Commissions. In the left column will be Bureaucratic history and practices of the spoils system. On the right Organizations, Independent Agencies, and Regulatory tab, have them do the same for the civil-service system. Agencies. To the right of Bureaucratic Organizations will be On the center tab, students should list the advantages the Purposes and Examples Students can use information and disadvantages of both systems. from the text to list the purposes and some examples of Materials Needed: one sheet of 8.5" x 11" paper, scissors. each. Materials Needed: one sheet of 11" x 17" paper. Spoils System In the politics of the United States, a spoil system (also known as a patronage system) is a practice where a political party, after winning an election, gives government jobs to its voters as a reward for working toward victory, and as an incentive to keep working for the party—as opposed to a merit system, where offices are awarded on the basis of some measure of merit, independent of political activity. The term was derived from the phrase "to the victor go the spoils" by New York Senator William L. Marcy, referring to the victory of the Jackson Democrats in the election of 1828, with the term spoils meaning goods or benefits taken from the loser in a competition, election or military victory. Before March 8, 1831, moderation had prevailed in the transfer of political power from one presidency to another. President Andrew Jackson's inauguration signaled a sharp departure from past presidencies. An unruly mob of office seekers made something of a shambles of the March inauguration, and though some tried to explain this as democratic enthusiasm, the real truth was Jackson supporters had been lavished with promises of positions in return for political support. These promises were honored by an astonishing number of removals after Jackson assumed power. Fully 919 officials were removed from government positions, amounting to nearly 10 percent of all government postings. The Jackson administration attempted to explain this unprecedented purge as reform, or constructive turnover, but in the months following the changes it became obvious that the sole criterion for the extensive turnover was political loyalty to Andrew Jackson. The hardest hit organization within the federal government proved to be the post office. The post office was the largest department in the federal government, and had even more personnel than the war department. In one year 423 postmasters were deprived of their positions, most with extensive records of good service. The new emphasis on loyalty rather than competence would have a long term negative effect on the efficiency and effectiveness of the federal government. President after president continued to use the spoils system to encourage others to vote for them. But by the late 1860s, citizens began demanding civil service reform. Running under the Liberal Republican Party in 1872, they were soundly defeated by Ulysses S. Grant. After the assassination of James A. Garfield by a rejected office-seeker in 1881, the calls for civil service reform intensified. Moderation of the spoils system at the federal level came with the passage of the Pendleton Act in 1883, which created a bipartisan Civil Service Commission to evaluate job candidates on a nonpartisan merit basis. While few jobs were covered under the law initially, the law allowed the President to transfer jobs and their current holders into the system, thus giving the holder a permanent job. The Pendleton Act's reach was expanded as the two main political parties alternated control of the White House every election between 1884 and 1896. After each election the outgoing President applied the Pendleton Act to jobs held by his political supporters. By 1900, most federal jobs were handled through civil service and the spoils system was limited only to very senior positions. The separation between the political activity and the civil service was made stronger with the Hatch Act of 1939 which prohibited federal employees from engaging in many political activities. The spoils system survived much longer in many states, counties and municipalities, such as the Tammany Hall ring, which survived well into the 1930s when New York City reformed its own civil service. Illinois modernized its bureaucracy in 1917 under Frank Lowden, but Chicago held on to patronage in city government until the city agreed to end the practice in the Shakman Decrees of 1972 and 1983. Modern variations on the spoils system are often described as the political machine. Merit System (Civil Service) The merit system is the process of promoting and hiring government employees based on their ability to perform a job, rather than on their political connections. It is the opposite of the spoils system. The United States civil service began to be run on the spoils system in 1829 when Andrew Jackson became president. The assassination of United States President James A. Garfield by a disappointed office seeker in 1881 proved its dangers. Two years later the system of appointments to the United States federal bureaucracy was revamped by the Pendleton Civil Service Reform Act which made the merit system common practice. The fitness of the candidate is determined by the ability to pass a written competitive examination, given by a commission of examiners. The answers submitted by candidates must be unsigned, so as to obviate the possibility of favoritism on the part of the examiners. A list is made of the successful candidates, arranged in the order of their merit as shown by the results of the examination. Appointments must be made from this eligible list in the order of rank unless good cause can be shown why one of higher rank should be set aside for one standing lower on the list. A common objection to the merit system is that it does not provide a comprehensive method of judging a candidate's abilities or predicting their future performance. This flaw often eliminates the most competent candidate for selection. Proponents of the system admit that the system does not always lead to the choice of most competent candidate but is effective in eliminating those most incompetent. In addition the possible exclusion of most competent candidate is outweighed by the system's benefits such as limiting the ability of nepotism and political favoritism. The power of appointment being vested in the president of the United States by the United States Constitution, it is not within the power of the United States Congress to fetter the president's action by the enactment of laws restricting the exercise of the power of appointments. Thus, in the United States, the merit system has been extensively applied by the voluntary action of the president following self-imposed rules. It has been judicially determined that the civil-service rules promulgated by the president of the United States do not have the force of general law, and confer upon members of the civil service no right to invoke the aid of the courts to protect them against violation thereof. They are the president's laws, and the president alone can enforce them. The civil service system of Kentucky is named "the Merit System". .
Recommended publications
  • The Merit System Principles Keys to Managing the Federal Workforce
    The Merit System Principles Keys to Managing the Federal Workforce U.S. Merit Systems Protection Board October 2020 Introduction Welcome to the Federal civil service! As an agency leader, you hold an important and visible position with great responsibility to yourself, your agency, the Federal Government, and the American people. Whether you are new to the Federal Government or simply moving into a new position, you will make important decisions about leading Federal employees every day. The U.S. Merit Systems Protection Board (MSPB) prepared this guide to help you understand the values and requirements of Federal merit systems so you can successfully navigate those responsibilities. Our goal is not to answer all of your questions, but rather to help you identify issues and recognize situations when you should seek advice from experts, such as your agency’s human resources (HR) staff, on matters such as hiring, pay, recognition, managing performance, employee development, and retention. Although this booklet cannot prepare you for every challenge that you will face, it discusses keys to managing Federal employees fairly and effectively and identifies resources that can help you implement the merit system principles (MSPs) and avoid prohibited personnel practices (PPPs). Contents This guide provides: 1. Highlights from the history of the Federal civil service; 2. A set of questions and answers about the MSPs; 3. An overview of each MSP; and 4. References for additional information. In Closing The MSPs allow agency leaders substantial discretion—but they also mandate accountability for exercising that discretion wisely. By accepting a leadership position in the Federal civil service, you have committed to abide by the MSPs and to avoid and prevent PPPs.
    [Show full text]
  • A University Microfilms International
    INFORMATION TO USERS This material was produced from a microfilm copy of the original document. While the most advanced technological means to photograph and reproduce this document have been used, the quality is heavily dependent upon the quality of the original submitted. The following explanation of techniques is provided to help you understand markings or patterns which may appear on this reproduction. 1. The sign or "target" for pages apparently lacking from the document photographed is "Missing Page(s)". If it was possible to obtain the missing page(s) or section, they are spliced into the film along with adjacent pages. This may have necessitated cutting thru an image and duplicating adjacent pages to insure you complete continuity. 2. When an image on the film is obliterated with a large round black mark, it is an indication that the photographer suspected that the copy may have moved during exposure and thus cause a blurred image. You will find a good image of the page in the adjacent frame. 3. When a map, drawing or chart, etc., was part of the material being photographed the photographer followed a definite method in "sectioning" the material. It is customary to begin photoing at the upper left hand corner of a large sheet and to continue photoing from left to right in equal sections with a small overlap. If necessary, sectioning is continued again — beginning below the first row and continuing on until complete. 4. The majority of users indicate that the textual content is of greatest value, however, a somewhat higher quality reproduction could be made from "photographs" if essential to the understanding of the dissertation.
    [Show full text]
  • Uniting Mugwumps and the Masses: the Role of Puck in Gilded Age Politics, 1880-1884
    Uniting Mugwumps and the Masses: The Role of Puck in Gilded Age Politics, 1880-1884 Daniel Henry Backer McLean, Virginia B.A., University of Notre Dame, 1994 A Thesis presented to 1he Graduate Faculty of the University of Virginia in Candidacy for the Degree of Master of Arts Department of English University of Virginia August 1996 WARNING! The document you now hold in your hands is a feeble reproduction of an experiment in hypertext. In the waning years of the twentieth century, a crude network of computerized information centers formed a system called the Internet; one particular format of data retrieval combined text and digital images and was known as the World Wide Web. This particular project was designed for viewing through Netscape 2.0. It can be found at http://xroads.virginia.edu/~MA96/PUCK/ If you are able to locate this Website, you will soon realize it is a superior resource for the presentation of such a highly visual magazine as Puck. 11 Table of Contents Introduction 1 I) A Brief History of Cartoons 5 II) Popular and Elite Political Culture 13 III) A Popular Medium 22 "Our National Dog Show" 32 "Inspecting the Democratic Curiosity Shop" 35 Caricature and the Carte-de-Viste 40 The Campaign Against Grant 42 EndNotes 51 Bibliography 54 1 wWhy can the United States not have a comic paper of its own?" enquired E.L. Godkin of The Nation, one of the most distinguished intellectual magazines of the Gilded Age. America claimed a host of popular and insightful raconteurs as its own, from Petroleum V.
    [Show full text]
  • Implementation of Meritocracy in the Public Sector of Kazakhstan
    IMPLEMENTATION OF MERITOCRACY IN THE PUBLIC SECTOR OF KAZAKHSTAN by Nargis Saginova A Thesis Submitted in Partial Fulfilment of the Requirements for the Degree of Master of Public Administration at NAZARBAYEV UNIVERSITY GRADUATE SCHOOL OF PUBIC POLICY ʼ ASTANA 2017 ABSTRACT Kazakhstan's ultimate goal for the next 20 years is to become one of the most economically successful top 30 countries in the world. In order to get onto that list, the President of the country, on a regular basis, sets goals that should be achieved by politicians, businessmen, scholars, students and others. One of the latest goals was the introduction of 5 reforms in 2015 that included a huge transformation of the civil service. The reform was aimed at creating a professional and effective civil service free from corruption, nepotism, and tribalism, with bright leaders who will guide the country towards success and prosperity. Thus, political stability will gradually result in economic success. The focus of the civil service reform was the implementation of principles of meritocracy. Meritocracy guarantees that access to the civil service will be equally given to everyone interested in working for the government and who has the proper qualifications. Promotion should be based on their merits ignoring things like subjectivism, nepotism, corruption etc. On the basis of the reforms, the government has introduced new law ‘On civil service’. Thus the main objective of this thesis paper is to investigate whether the principle of meritocracy has been introduced and implemented in the civil service of Kazakhstan. Using the example of the Ministry of Foreign Affairs of Kazakhstan I have researched whether the results of this process have been successful or not.
    [Show full text]
  • The Failure of Bureaucracy, Or the Failure of Politics?
    The Challenges of the Administrative State: Brazil and the United States in Comparative Perspective The Endless Story of Civil Service Reforms The Failure of Bureaucracy, or the Failure of Politics? Luiz Alberto dos Santos Washington, DC – May 23, 2018 The Two Lions’ Fable and the Civil Service Peter Evans, Embedded Authonomy (1995, Princeton Univ Press) (adapted from “Fabula dos dois leões” – Stanislaw Ponte Preta, in Primo Altamirando e elas, Ed. Do Autor, Rio de Janeiro, 1961.) “A PERENNIALLY popular Brazilian joke about two lions evokes one way of seeing the state. Escapees from the zoo, the two lions take different paths. One goes to a wooded park and is apprehended as soon as he gets hungry and eats a passerby. The second remains at large for months. Finally captured, he returns to the zoo sleek and fat. His companion inquires with great interest, “Where did you find such a great hiding place?” “In one of the ministries” is the successful escapee’s answer. “Every three days I ate a bureaucrat and no one noticed.” “So how did you get caught?” “I ate the man who served coffee for the morning break,” comes the sad reply. • “The moral is clear: bureaucrats do nothing and are never missed; even other bureaucrats care more about their morning coffee than about anything their colleagues do. The joke is popular because it affirms the conviction that Third World states deliver little of value. It is also popular because it converts bureaucrats from predators to prey. Identifying with the lion, listeners reverse their usual self- perception as victims of the state.” Historical Background • USA institutions influenced heavilly the political structure and design of Brazilian Presidencialism, but both countries have remarkable diferences in terms of development and civic culture • Differently from USA, Brazilian Federalism is far from balanced and very centralized.
    [Show full text]
  • SPOILS SYSTEM and CONFLICT of INTERESTS in the PUBLIC ADMINISTRATION State, Legal Framework for Prevention and Effectiveness of the Model
    SPOILS SYSTEM AND CONFLICT OF INTERESTS IN THE PUBLIC ADMINISTRATION State, legal framework for prevention and effectiveness of the model Dragan Gocevski PhD This publication has been produced with the assistance of the European Union. The contents of this publication are the sole responsibility of the Institute for Democracy ‘Societas Civilis’ - Skopje and can in no way be taken to reflect the views of the European Union. Impresum Title: Spoils system and conflict of interests in the public administration Publisher: Institute for Democracy “Societas Civilis” - Skopje Author: Dragan Gocevski Translation: Bisera Altiparmakova Design: Vladimir Barlakoski The publication can be downloaded from: http://www.idscs.org.mk CIP - Каталогизација во публикација Национална и универзитетска библиотека “Св. Климент Охридски”, Скопје 351.95(497.7) 342.53 GOCEVSKI, Dragan Spoils system and conflict of interests in the public administration : State, legal framework for prevention and effectiveness of the model / Dragan Gocevski. - Skopje : Institut for democracy “Societas civilis”, 2015. - 58 стр. ; 25 см Фусноти кон текстот. - Библиографија: стр. 51-53 ISBN 978-608-4775-05-8 а) Јавна администрација - Судир на интереси - Правни аспекти - Македонија COBISS.MK-ID 98147594 Content: 1. Spoils and merit systems for recruitment of civil servants 7 2. Characteristics of the civil service system in the Republic of Macedonia and legal framework 10 3. Strategic goals and legal framework to prevent conflict of interest in the public administration 13 3.1 Relevant legal framework for prevention of conflict of interest 14 3.2 Law on Prevention of Conflict of Interest 16 3.3 Law on Civil Servants 26 3.4 Law on Public Servants 27 3.5 Law on Administrative Servants 28 3.6 Law on Public Sector Employment 32 3.7 Criminal Code 36 4.
    [Show full text]
  • The Impact of Collective Bargaining on the Civil Service Merit System in Oregon
    Portland State University PDXScholar Dissertations and Theses Dissertations and Theses 1994 The Impact of Collective Bargaining on the Civil Service Merit System in Oregon David K. Blanchard Portland State University Follow this and additional works at: https://pdxscholar.library.pdx.edu/open_access_etds Part of the Public Affairs Commons, and the Public Policy Commons Let us know how access to this document benefits ou.y Recommended Citation Blanchard, David K., "The Impact of Collective Bargaining on the Civil Service Merit System in Oregon" (1994). Dissertations and Theses. Paper 1301. https://doi.org/10.15760/etd.1300 This Dissertation is brought to you for free and open access. It has been accepted for inclusion in Dissertations and Theses by an authorized administrator of PDXScholar. Please contact us if we can make this document more accessible: [email protected]. THE IMPACT OF COLLECTNE BARGAINING ON THE CIVIL SERVICE MERIT SYSTEM IN OREGON by DAVID K. BLANCHARD A dissertation submitted in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY in PUBLIC ADMINISTRAnON AND POLICY Portland State University 1994 DISSERTATION APPROVAL The abstract and dissertation of David K. Blanchard for the Doctor of Philosophy in Public Administration and Policy was presented April 29, 1994 and accepted by the dissertation committee. APPROVALS: Urban and Public Affairs ************************************************************************ ACCEPTED FOR PORTLAND STATE UNNERSITY LffiRARY By \ ABSTRACT An abstract of the dissertation of David K. Blanchard for the Doctor of Philosophy in Public Administration and Policy presented April 29, 1994. Title: The Impact of Collective Bargaining on the Civil Service Merit System in Oregon This study examines the impact of collective bargaining on the civil service merit system in the State of Oregon.
    [Show full text]
  • Merit System Rules of the Civil Service Commission
    MERIT SYSTEM RULES OF THE CIVIL SERVICE COMMISSION CITY OF SPOKANE State of Washington As Adopted August 15, 2017 COMMISSIONERS Craig Hult Mark Lindsey Judith Gilmore PamDeCounter Scott Stephens TABLE OF CONTENTS INTRODUCTION ......................................................................................... 1 RULE I ........................................................................................................ 3 GENERAL RULE II ....................................................................................................... 6 DEFINITIONS RULE III .................................................................................................... 10 CLASSIFICATION RULE IV .................................................................................................... 14 EXAMINATIONS AND ELIGIBLE LISTS RULE V ..................................................................................................... 21 APPOINTMENT AND PROBATION RULE VI .................................................................................................... 29 PROMOTION RULE VII ................................................................................................... 33 TRANSFER AND VOLUNTARY DEMOTION RULE VIII .................................................................................................. 35 DISCIPLINARY ACTIONS RULE IX .........................................................................................................39 LAY OFF RULE X ....................................................................................................
    [Show full text]
  • Elections and Reform: the Adoption of Civil Service Systems in the U.S
    Elections and Reform: The Adoption of Civil Service Systems in the U.S. States∗ Michael M. Tingy Department of Political Science and SIPA Columbia University James M. Snyder, Jr.z Department of Government and NBER Harvard University Shigeo Hiranox Department of Political Science Columbia University Olle Folke{ SIPA Columbia University September 23, 2011 ∗We thank conference participants at Academia Sinica Conference on Positive Political Theory and the 2011 Annual Meeting of the American Political Science Association for helpful comments. yPolitical Science Department, 420 W 118th St., New York NY 10027 ([email protected]). zDepartment of Government, Harvard University, Cambridge MA 02138 ([email protected]). xPolitical Science Department, 420 W 118th St., New York NY 10027 ([email protected]). {SIPA, 420 W 118th St., New York NY 10027 ([email protected]). 1 Abstract Most government bureaucracies in developed countries use civil service systems. What accounts for their adoption? We develop and test a model of bureaucratic reforms under repeated partisan competition. In the model, two political parties composed of overlapping generations of candidates compete for office. An incumbent politician can either \politicize" the bureaucracy, which allows her to direct benefits to voters in a way that will increase her electoral prospects, or she can \insulate" the bureaucracy, which prevents the subsequent winner from using the bureaucracy for electoral advantage. Our main result is that politicization takes place when incumbents expect to win, and insulation takes place when they expect to lose. We test this hypothesis using data from the adoption of civil service reforms across the U.S. states. The predictions of the model are consistent with preliminary empirical findings.
    [Show full text]
  • Top Management Service in Central Government: Introducing a System for the OECD Higher Civil Service in Central and Eastern European Countries
    SIGMA Papers No. 1 Top Management Service in Central Government: Introducing a System for the OECD Higher Civil Service in Central and Eastern European Countries https://dx.doi.org/10.1787/5kml6gln4cbq-en GENERAL DISTRIBUTION OCDE/GD(95)45 SUPPORT FOR IMPROVEMENT IN GOVERNANCE AND MANAGEMENT IN CENTRAL AND EASTERN EUROPEAN COUNTRIES (SIGMA) A JOINT INITIATIVE OF THE OECD/CCET AND EC/PHARE FINANCED MAINLY BY EC/PHARE SIGMA PAPERS: NO. 1 TOP MANAGEMENT SERVICE IN CENTRAL GOVERNMENT: INTRODUCING A SYSTEM FOR THE HIGHER CIVIL SERVICE IN CENTRAL AND EASTERN EUROPEAN COUNTRIES ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Paris 1995 COMPLETE DOCUMENT AVAILABLE ON OLIS IN ITS ORIGINAL FORMAT SIGMA -- Support for Improvement in Governance and Management in Central and Eastern European Countries -- is a joint initiative of the OECD Centre for Co-operation with the Economies in Transition (CCET) and the European Union’s Phare Programme. SIGMA assists public administration reform efforts in Central and Eastern Europe. It is 75 per cent funded by Phare; several OECD Member countries also provide resources. The OECD -- Organisation for Economic Co-operation and Development -- is an intergovernmental organisation of 25 democracies with advanced market economies. The CCET channels OECD advice and assistance over a wide range of economic issues to reforming countries in Central and Eastern Europe and the former Soviet Union. The Phare Programme is a European Union initiative which provides know-how and investment support to Central and Eastern Europe to foster the development of market economies and democratic societies. Established in 1992, SIGMA operates within the OECD’s Public Management Service (PUMA).
    [Show full text]
  • Constructing, Deconstructing, and Reconstructing Career Civil Service Systems in Latin America Faculty Research Working Paper Series
    Constructing, Deconstructing, and Reconstructing Career Civil Service Systems in Latin America Faculty Research Working Paper Series Merilee Grindle Harvard Kennedy School June 2010 RWP10-025 The views expressed in the HKS Faculty Research Working Paper Series are those of the author(s) and do not necessarily reflect those of the John F. Kennedy School of Government or of Harvard University. Faculty Research Working Papers have not undergone formal review and approval. Such papers are included in this series to elicit feedback and to encourage debate on important public policy challenges. Copyright belongs to the author(s). Papers may be downloaded for personal use only. www.hks.harvard.edu Constructing, Deconstructing, and Reconstructing Career Civil Service Systems in Latin America Merilee S. Grindle Harvard University March 2010 The story is well-known. In 1883, the United States Congress passed the Pendleton Civil Service Act, establishing a merit-based public service system in the federal government. Borrowing from a previous British reform, the act established a Civil Service Commission whose job it was to wrest the public service from the control of party bosses. Now, with the passage of the Pendleton Act, “patronage-mongering methods of administration” were to be relegated to the corrupt and partisan past; a new era of professional government was at hand.1 Except, of course, that it wasn’t. Indeed, the story less often told is that of the first half- century of the civil service in the United States, when its future was far from assured. The old patronage system yielded only slowly to the reformers.
    [Show full text]
  • Civil Service Reform for the 21St Century
    alec.org POINT A Dialogue on IssuesCENTER from the ALEC Center to Restore the Balance of Government Civil Service Reform for the 21st Century: Restoring Democratic Accountability to the Administrative State BY INEZ FELTSCHER STEPMAN1 AND JARRETT STEPMAN2 / MARCH 2017 INTRODUCTION KEY POINTS uring his inaugural speech, newly-elected President D Trump declared that “what truly matters is not • Regardless of the merits of any presidential which party controls our government, but whether administration’s policies, federal bureaucrats our government is controlled by the people.” Many must be held democratically accountable to commentators took the President’s statement as a elected officials and to the American people. declaration of war against the political establishment of • Federal bureaucrats have created their both parties. Once Trump assumed office, however, it own elite political class, and stay in office became clear what permanent, entrenched establishment regardless of the results of elections, most stood in his way: the administrative state. In just the remaining free to contravene the expressed first month of the new administration’s tenure, the fourth will of American voters. branch of government—the so-called “deep state”—has • A web of ancient laws, chief among them the sprung into action to oppose the policies it has tried to Pendleton Act, grant federal employees a advance. While Trump was able to fire some Obama-era level of job security unheard of in the private political appointees, such as acting Attorney General sector. Sally Yates, numerous lower-level employees—protected by more than a century old laws that have expanded well • The federal government should follow the beyond their original intent—have organized to derail the states’ lead in moving their civil services new president and nearly any policy initiative he attempts towards at-will employment.
    [Show full text]