Problems of City/Place Marketing

Presented as a report by J. B. Nangpuhan II (MPA Student) for the class (Urban Policy) of Dr. J. K. Seo at Chonnam National University, Korea in 2011 (Spring semester).

KEY TERMS:
·         City marketing
·         Place marketing
·         City promotion
·         Inward investment
·         Quality life

 

INTRODUCTION

City marketing is not just merely promoting the place and boosts its economic growth. It is not just improving the global image of the city but rather a place where its people will enjoy living a happy life – or shall we say towards quality life. In reality, we can perceive that a city is composed of several infrastructures and a mixture of people coming from different races. Not only are the rich people living in the city but also poor and homeless people. We can also see many business establishments and tall buildings comprising the whole network of transport facilities linking both ends of the city. The more people coming in to live in the city, the more complicated problems the city will face.

FOUNDATIONS OF ORGANIZATIONAL DESIGN

Presented as a report by J. B. Nangpuhan II (MPA student) for the class (Organizational Design) of Dr. S. K. Kim at CNU, Korea in 2010 (Fall semester).
 

SUMMARY

Key terms:

(division of labor, coordination, configurations, standardization, operators, managers, analysts, staff)

The structure of an organization can be defined simply as the sum total of the ways in which its labor is divided into distinct tasks and then its coordination is achieved among its tasks. Every human activity – from the making of pots to the placing of a man on the moon – gives two fundamental opposing requirements. First is the division of labor into various tasks to be performed and second is the coordination of these tasks to accomplish the activity. The elements of structure should be selected to achieve an internal consistency or harmony, as well as basic consistency with the organization’s situation – its size, its age, the kind of environment in which it functions, the technical system it uses, and so on. Indeed, these situational factors are often “chosen” no less than are the elements of structure themselves. The organization’s niche in its environment, how large it grows, the methods it uses to produce its products or services – all these are selected too. This leads us to the conclusion that both the design parameters and the situational factors should be clustered to create what we call configurations. In principle, there are a great number of configurations but in practice only few are effective for most organizations. The central theme of our book is that a limited number of these configurations explain most of the tendencies that drive effective organizations to structure themselves as they do. In other words, the design of an effective organizational structure – in fact, even the diagnosis of problems in many ineffective ones – seems to involve the consideration of only a few basic configurations. In this chapter, it introduces two concepts: description of basic mechanisms by which organizations achieve coordination, and description of organization itself, in terms of a set of interrelated parts.

THE POLICY EMPHASIS AND THE NEW PUBLIC MANAGEMENT (pages 130-149)

Presented as a report by J. B. Nangpuhan II (MPA student) for the class (Organization and Society) of Dr. H. G. Kim at Chonnam National University, Korea in 2010 (Fall Semester)

 

SUMMARY[1]

 

I.        (DEVELOPMENT OF THE PUBLIC POLICY ORIENTATION)

II.      (RESPONSIVENESS IN PUBLIC POLICY)

 

III.    EFFECTIVENESS IN POLICY

A.        Lowi’s “Interest-Group Liberalism”

B.         Government Coercion

 

IV.    THE DISCOVERY OF POLICY IMPLEMENTATION

A.        Policy Formation and Policy Execution

B.         Games Policy Makers Play

C.         Political and Economic Factors

 

THE RATIONAL MODEL OF ORGANIZATION (pages 81-91)

Presented as a report by J. B. Nangpuhan II (MPA Student) for the class (Organization and Society) of Dr. H. G. Kim at Chonnam National University, Korea on Nov. 3, 2010.

 

SUMMARY[1] 

 

I.        (A SCIENCE OF HUMAN BEHAVIOR)

II.      (THE GENERIC APPROACH TO ADMINISTRATION)

III.    (THE PROVERBS OF ADMINISTRATION)

IV.    (THE RATIONAL MODEL OF ADMINISTRATION)

 

V.      DECISION MAKING AND POLICY FORMULATION

These particular topics illustrate further the impact of the rational model to decision making and policy formulation and see how these have been treated by later writers.

The work of Simon through Administrative Behavior (1957a) is considered the study of decision making in organizations. He argued that decision making is the core of administration. Decision making is essentially the same as management itself. This is a new focus in contrast from the past view on decision making wherein it is concentrated at the highest organizational levels. This renewed decision making process involves from the decision of the chief executive to undertake a new program to the decision of the operative employee to carry out a given order. This process consists of three basic elements in decision making: a. Intelligence – involves scanning the environment and identifies occasions to make a decision; b. Design – involves finding or developing alternative courses of action; and c. Choice – involves selecting the alternative with the best chance of success.

THE INTELLECTUAL HERITAGE

Presented as a report by J. B. Nangpuhan II (MPA Student) for the class (Organization and Society) of Dr. H. G. Kim at Chonnam National University, Korea on Sept. 27, 2010.

 

SUMMARY

(In my group, we have divided the chapter into two and I will be presenting pages 26-39)

MAX WEBER (1864-1920)

He is a German sociologist and best known to students of public administration for his analysis of rational bureaucracy which had a broad impact on the social sciences. Among the three writers whose works are examined in this chapter, Weber has clearly had the most direct impact on theories of public organization although his influence was felt fairly late in the development of the field.