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Public Management

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A Good Administrator is a Good Politician
Renea Joseph
American Public University
Public Management
PADM615
April 22, 2014

A Good Administrator is a Good Politician
Introduction
Executives do not achieve success in a ‘bubble’; hence, the ability to effectively juggle both the inherent good and potentially damaging aspects of his job requires a range of skills that work to influence and secure both short and long-term interests while avoiding negative outcomes. Furthermore, a successful executive also understands the entire scope of maintaining a sustainable enterprise, which could include the participation of external stakeholders such as elected officials. There have been efforts that attempt to explore the relationship between administrators and political institutions not new. To this end, Rourke, 1976 (as cited in Wilson, 1999) points out that as part of leadership power, one has to have the ability to accomplish the goals of the agency by “ensuring a favorable response to the agency from outside groups and organizations that control resources on which the agency depends” (pp. 241-242). Additionally, without the ability to anticipate change, an organization is incapable of influencing the future except by default (Kearney & Berman, 1999, p. 26) as new legislation and policy decisions have the potential to shape the future. As such, it is in the best interest of the executive to have policy makers decision-making processes based on organized and relevant information.
Politics play an integral part of every organization and if one is to continue being a successful executive, and then one has to have the ability to build a coalition of political liaisons that would bring continued support and resources to the organization. The purpose of this paper is to discuss why a good administrator is also a good politician.
The relationship between public

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