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College of Administrative and Financial Sciences

Assignment-1
MGT425-Spreadsheet Decision Modeling
Course Name:
Student’s Name:
Spreadsheet Decision Modeling
Course Code: MGT425 Student’s ID Number:
Semester: 2 CRN:
Academic Year: Second Term- 2022-2023 (1444 H)

For Instructor’s Use only

Instructor’s Name:
Students’ Grade: Marks Obtained/Out of 15 Level of Marks: High/Middle/Low

Title: Towards “Cognitively Complex” Problem Solving: Six Models of Public Service Reforms
(Case Study).
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Author: Willy McCourt

Assignment Questions: (Marks 15)
Read the above case study and answer the following Questions:

Question 1: What do you understand by the Cognitively Complex Problem-Solving method used in
this case study/ (250-300 words) (3-Marks).

Question 2: Discuss the six models of problem-solving approach that are useful for public service
reform (250-300 words). (3-Marks).

Question 3: What are the expected problems in public service reform, and suggest a suitable
solution? (250-300 words) (3-Marks).

Question 4: Why capacity building is a distinctive feature of public administration at various

organizations in many countries? (250-300 words) (3-Marks).

Question 5: What is your learning from this case study and how it is beneficial for you? (250-300
words) (3-Marks).

Answers:
Question 1

In this hypothetical situation, "Weberian" notions of public administration are put to use in

order to generate new initiatives and adjustments that are geared towards increasing capacity. If the

administration of the government decides to take this approach, it is possible that the principles of

efficiency and effectiveness will lead them in the process of creating changes that are reliable and

effective. The efficiency of the changes and their ability to last are further supported by this

prognosis' findings. In addition to this, "Weberian" public administration has the potential to assist

government organisations in becoming more efficient, transparent, and responsible.

Cognitively Complex Problem-Solving (CCPS) is a method that is used by the government to

identify and examine issues. This strategy has the potential to conduct in-depth research on the

factors that underlie problems in the delivery of public services. Once the root causes of a problem

have been discovered, there is reason to have optimism that it can be resolved using the CCPS
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technique. It is possible to go in a number of different directions, including reorganising the

company, passing new regulations, and providing public services.

Additionally, the CCPS technique ensures that changes will be implemented dependably and

successfully. This strategy gives further confidence that the alterations will be effective and long-

lasting when used in combination with their intended purpose. It's possible that the CCPS plan will

help the government become more responsive, effective, and efficient. The CCPS technique might be

used to the analysis of issues that arise in the public sector. According to Cooley (2008), there is

evidence to show that this technique is beneficial for diagnosing the causes of problems with the

provision of government services. Once the root causes of a problem have been discovered, there is

reason to have optimism that it can be resolved using the CCPS technique. It is possible to go in a

number of different directions, including reorganising the company, passing new regulations, and

providing public services. The CCPS approach is also helpful in verifying whether or not the

alterations are viable and whether or not they are successful..

Question 2

Public service reform employs a total of six distinct types of problem-solving strategies.

Weberian public administration, new public management (NPM), bottom-up reforms, capacity

development, cognitively challenging problem-solving, and models of public service reform are all

examples of such frameworks. Weberian public administration employs bureaucratic and

technocratic structures, procedures, and concepts in the administration of public services and

programmes. Successful administration of public services and programmes requires the use of

hierarchical structures, complex procedures, detailed rules and regulations, and other organisational

instruments.

New public management (NPM) seeks to increase the effectiveness of government by

incorporating market-based and customer-centric practises into government operations.

Implementing consumer-centric, market-driven procedures with performance-based standards and

goals is essential.
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Bottom-up reforms, in which power is given to local governments and communities, aim to

increase the effectiveness, efficiency, and quality of public services. Citizens are involved with local

governments in identifying issues, formulating plans for improvement, and putting those plans into

action. According to the paradigm known as Evidence and Explanations: Politics and Institutions, the

provision of public services needs to be dependent on facts as well as a knowledge of the dynamics

of political institutions. The premise of this method is that public services should be designed to meet

the needs of the public while also respecting institutional and governmental limits.

Last but not least, there's the Models of Public Service Reform model, which prioritises

model usage throughout public service reform's three stages of conception, implementation, and

evaluation. According to this method, models that account for the complexity of public service

delivery should be used to design public services, assess the effects of those services, and guide

decisions concerning public policy.

According to the Cognitively Complex Problem-Solving paradigm, in order for public

services to effectively address society's most pressing issues, they must be designed to account for

the nuances of these challenges and use creative approaches. This theory proposes that government

agencies should be structured such that they focus on addressing the root causes of issues, rather than

just responding to their symptoms. The final model focuses on using models to improve public

service design, delivery, and evaluation. The formal title of this paper is Models of Public Service

Reform. This strategy recommends developing new public services, analysing their effects, and

making policy choices using models that account for the many moving parts involved in doing so.

Question 3

The process of reforming the public sector is widely recognised as challenging, characterised by

sluggish outcomes and inadequate involvement. The lack of organisation in the reform process,

which neglects to consider important stakeholders, is responsible for these issues. Hence, the

method has a tendency to excessively simplify the cognitive intricacy that underlies the issue. To

address this issue effectively, a comprehensive approach is necessary that considers the cultural,
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political, and institutional contexts in which modifications will be implemented. It is vital to include

a thorough capacity-building strategy that equips all key stakeholders with the necessary tools and

expertise to properly execute the required changes.

Equally vital is recognising the significance of role models in effecting change in the public sector.

Models function as a navigational tool in navigating the intricate process of change and provide

pathways for progress. Willy McCourt's six models (Weberian Public Administration, Capacity

Building, Bottom-Up Reforms, New Public Management (NPM), and Conclusion: From Failure to

Success) aid in comprehending the cognitive processes involved in public sector transformation.

In order to realign public sector change, it is essential to use an innovative and unconventional

strategy. Adopting this approach involves seeking more effective methods of accomplishing tasks

that go beyond the conventional "command and control" techniques that have been used before

(Blum, 2014). In order to foster a sense of collective responsibility and ownership over the result,

both government employees and citizens must actively participate in the reform process.

Revamping the public sector requires a meticulous and comprehensive strategy that takes into

consideration the intricate psychological aspects of the issue. Public sector change may be enhanced

and advantageous for all stakeholders by integrating both top-down and bottom-up approaches, along

with capacity building, utilisation of models, and evidence-based policy making. The following

factors are essential for its success and must be considered.

Question 4

Developing nations value government capacity building. Teaching employee’s important information

and skills is instruction. Giving workers the tools, they need to thrive boosts a company's capability.

People can learn new technologies, improve their communication, and become leaders. Public

administration relies on capacity building for long-term success.

Public administration relies on capacity development to improve service quality. Another possibility

is efficient and timely public service delivery (Evans & Rauch, 1999). Government agencies can
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better fulfill shifting constituent needs when their competencies are strengthened. It also boosts

morale and encourages greater work.

Capacity building fosters an inclusive public sector workforce. Diverse teams are more likely to

work together for society. If the group is tackling tough topics like public health or environmental

preservation, this is crucial. Increasing organizational capability encourages new ideas, which boosts

productivity and efficiency.

Public administration in many nations requires capacity building. Thus, government entities can

improve public services while cutting costs, hiring more people, and encouraging creativity. Staff

morale and willingness to take on extra duties improve after capacity training, making public

organizations more responsive to consumer needs and adaptable to changing situations.

The "Six Models of Public Service Reform." case study is informative. Willy McCourt thoroughly

analyzes the benefits of public sector reform initiatives. Now I see why public sector reform is

crucial today.

The dispute begins with the bureaucratic "Weberian" paradigm of public administration, which

prioritizes efficacy and efficiency. The second paradigm, New Public Management, values market

competition and privatization. The third strategy, Bottom-Up Reforms, emphasizes local initiatives

and public policymaking. Understanding the pros and cons of each model is crucial.

This case study also showed how cognitive complexity affects problem-solving. McCourt advises

understanding a problem's dynamics before coming up with creative solutions (Denison et al., 1995).

Managing public sector changes requires knowledge of all key topics, which you now have. My

learning from the case study was useful. It increased my awareness of public service sector reform

methods and cognitive complexity in problem-solving. I will utilize this information to advance my

government service reform career.

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References
Blum, J. (2014) ‘What predicts how World Bank public sector management projects perform? A

review

of the World Bank’s public sector management portfolio’, Washington DC: World

Bank,http://siteresources.worldbank.org/PUBLICSECTORANDGOVERNANCE/

Resources/285741-

1287520109339/PSM-PORTFOLIO-REVIEW-WEB-VERSION-v_f.pdf.

Cooley L. (2008) ‘Academic–practitioner exchange: development administration’, Public

Administration

Review, 68: 1003–4

Denison, D., R. Hooijberg and R. Quinn (1995) ‘Paradox and performance: Toward a theory of

behavioural complexity in managerial leadership’, Organization Science, 6: 524-40

Evans, P. and Rauch, J. (1999) ‘Bureaucracy and growth: A cross-national analysis of the effects of

“Weberian’’ state structures on economic growth’, American Sociological Review, 64: 748–

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