Section II

QUESTIONS 5-6

An airline serves seven towns — A, B, C, D, E, F, and G — with three round-trip flights. The complete listing of the flights is:

Flight One is between A and C, with a stop at B.

Flight Two is between B and C, with a stop at D.

Flight Three is between E and G, with a stop at F.

Two towns are said to be connected non-stop if there is a flight from one to the other with no intervening stop.

The fare for a flight between any two towns connected non-stop is the same, and the fare for a trip that involves stops or even changes of flight is the sum of the non-stop fares involved.

5.	Which of the following towns is connected non-stop to the most other towns?
	A.	B
	B.	C
	C.	D
	D.	E
	E.	F

QUESTIONS 7-8

The noble tribe goes to the ball in a rainbow of body-concealing, hooded robes. Concealed within the red, orange, yellow, green, blue, indigo, and violet raiments were the Earl and his Countess, their son and their two daughters, the children's uncle, and the Earl's son-in-law. Because the family runs to a type, even in the choice of mates, it is not obvious who is who. However, it is known that:

Orange and yellow conceal members of the same sex.

Green and blue conceal members of different sexes.

The person in indigo is older than the one in green.

The person in yellow is not the father of the person in red.

The red cape covers the married daughter.

7.	Which of the following must be true?
	A.	Orange and green conceal people of the same sex.
	B.	Yellow and blue conceal people of the same sex.
	C.	Orange and blue do not conceal people of the same sex.
	D.	Blue and indigo do not conceal people of the same sex.
	E.	Indigo and violet do not conceal people of the same sex.

Section III

9.	All basketball players are athletic. Some teenagers are basketball players. Some athletic persons are skaters. No teenagers are skaters. If it is also true that all athletic persons and teenagers are thin, all of the following must be true EXCEPT
	A.	some basketball players are skaters.
	B.	some thin people are skaters.
	C.	all athletic adults are thin.
	D.	all basketball players are thin.
	E.	some athletic persons are skaters.

Section IV

Government played an important role in supporting atomic energy as a major resource. President Eisenhower was an active proponent of a national energy policy. The Atomic Energy Commission in early years and the Department of Energy in later years have furnished valuable support to industry's drive to educate the public on the need to fund research and development. Specialists in government and industry have joined hands in a search for ways to spur enthusiasm for nuclear technology. Dangers of the greenhouse effect, other environmental damage caused by fossil fuels, oil shortages, and limited energy sources with the possibility of brown-outs are keys to changing negative public opinion. Yet a spokesman for the U.S. Nuclear Regulatory Commission recently indicated low expectations that the nuclear industry could possibly survive. The Department of Energy top administrators who were also concerned about the decline of nuclear power plants authorized funds to two major industries — Westinghouse and General Electric — for innovative research. The new designs are safer, smaller, and less costly. Research and development on the smaller reactors will cost between $1 billion and $2 billion. The new designs will not be operational until 2000 to 2005. One small reactor is in the process of certification by the Nuclear Regulatory Commission.

In 1982, Congress authorized the construction of an underground nuclear waste depository, but dangers of underground water contamination led to delay. Local citizen groups and the media have played an important role in shaping citizen attitudes and apprehensions. New concerns are the burial grounds for old, worn-out nuclear reactors. A nuclear reactor's life is between 30 and 40 years. The projects are under the oversight of the Department of Energy. This year Congress allocated to the Department of Energy $700 million for nuclear power activities and $100 million for solar energy and other sources projects.

Scientists in industry, universities, and government are making a strong case for research and design of a smaller, passive nuclear reactor. Some scientists who rejected nuclear energy and a few environmental group leaders who are interested in combatting the greenhouse effect of fossil fuels have recently issued statements of support for the new research. Others, however, have rejected the program and called for elimination of all nuclear plants over a period of time.

On the one hand, Karlheinz Orth, a German scientist, argues that there is no need to begin research on a different kind of nuclear reactor. He argues that ultimately safety lies in "the systematic and consistent applications of the principles, which have been valid from the very beginning." On the other hand, the president of Massachusetts Institute of Technology maintains, "I am convinced that this new generation of passively safe, smaller, simple, and modular nuclear reactors can provide an economic, environmentally sound source of energy for the next century." He called for national public financial assistance in developing the smaller, safer nuclear reactors. Popular Science in its April issue asked readers to respond to a poll on support or nonsupport of funding nuclear energy.

15.	What important conclusion can be drawn from the author's presentation?
	A.	Cost/benefit studies have little place in representative government's decision making process in a democratic country when most people have little interest or knowledge about science in general and atomic energy in particular.
	B.	Analysis of the facts above indicates that scientists who advise legislative leaders, executive agency leaders, and industrial/interest group leaders seem to give great power to the small group of experts which can influence final decisions in government and the private sector.
	C.	The lawmaking process of Congress is made easier because philosophically, nuclear scientists are unified on the direction nuclear energy development should go. Interest group conflicts over the best fossil fuel policy have led to disunity and lost influence.
	D.	Industrial leaders are apprehensive and suspicious of telephone polls conducted by a magazine aimed at the scientific sector.
	E.	In the final analysis, expert opinion has little or no influence on politicians.

Americans who enjoyed the movie "Shogun" would find the role of warriors who were devoted followers of the shogun an interesting period of Japanese history. During the feudal period, warriors were intensely loyal to their leaders. Faithfully fulfilling orders of their lord was an honorable duty. The warriors (samurai) expected their wives to make similar sacrificial efforts to assure victory. Samurai wore two swords and at times were feared by the commoners. During those feudal years, an insensitive warrior could without hesitation cut down a person who stood in his way. Yet not all samurai were crude fighters. In fact, many of them developed a number of cultural skills. Great interest in writing poetry by samurai was passed from generation to generation. To this day, ordinary Japanese citizens find pleasure in writing poems. After feudal wars ended and lords no longer needed their protective services, the educated warriors were frequently transferred to urban centers and appointed to carry out bureaucratic duties.

During the Tokugawa Period, many people were educated through a private tutoring system. Samurai and commoners participated in the educational process. Domain schools for samurai were established. Private academies enrolled samurai and other members of the community. Buddhist temple schools also figured prominently in educating common people, including a small percentage of women. Toward the latter part of the 19th century during the Meiji Period, the first Ministry of Education was established. Today Japan's educational standards and policies are widely debated. Those who admire the educational system point to the high literacy and productivity of the Japanese people. Those who criticize the system complain about the high stress placed on young people who are pressured to pass key tests at certain intervals. The tests determine whether or not students can enroll in top-rate kindergartens, elementary schools, high schools, and elite universities. Japanese mothers devote their lives to the educational progress of their children. Completion of heavy homework assignments and class ranking are central concerns of the family. Many children attend afterschool private schools or cram schools (juku) and/or are taught by private tutors in the afternoons and evenings. Rote learning is a necessity for preparation for tests. Pressure on the students stems from the fact that only those students who emerge from elite universities have opportunities to be groomed for top positions in government and business. Some observers believe that the time and cost of preparing children for the best positions account for the low birthrate or many abortions in Japan. Thus with only a child or two, parents can closely guide each one toward "success." Others also feel that the stress and strain placed on young people to make the highest scores in their classes may explain the high rate of suicide among teenagers.

Japanese group interaction is a topic often considered by students of management. Unlike the American bureaucratic style where the boss is prone to make policy and announce policy to personnel on the lower rungs of the hierarchy, the Japanese system is based on group decision making and implementation. Upon graduation, new employees enter government as a group and work as a group during their long tenure. Groups function quite well in Japan due to a number of reasons. With the exception of a few citizens who have Korean ancestors, the country is composed of a homogeneous population. A long tradition of good manners and a uniform education curriculum necessary for students to prepare for key exams are important elements required for adults to work harmoniously. The style of communication leads to reduced friction. Japanese feel no compulsion to strike a deal in a hurry. Rather, they talk around a topic without brusque collision of ideas and personalities. Indirect, vague communication which is called "belly talk" frustrates Americans who are accustomed to being direct, targeting key points, and quickly making decisions. Japanese operate on a basis of group consensus. When details are eventually completed, the group transmits the suggested policy to their superior. Unlike Americans who prefer "top down" communication in the organization, Japanese prefer "bottom up" communication. Unlike Americans who strive to be identified as "the leader" with subsequent promotions, the Japanese group that originated when first hired is rewarded as a group. The group rises intact in the hierarchy until one individual is appointed to a top position. By this time, the other members of the group are eligible for retirement, or they move out of that particular organization. While most American industries have not attempted to copy Japanese management styles, elements of group decision making have been incorporated.

16.	How did ideas about the role of warriors change over a period of time?
	A.	Samurai were at first among the best educated citizens until war broke out. At that point they turned against their own people. After the war, philosopher kings requested assistance of Buddhist priests in taming young warriors.
	B.	Theoretically, warriors with their history of cruelty and loyalty could not be retrained.
	C.	Samurai and their lords experienced mutual dependence until peace no longer required a warrior class. The samurai's educational foundation made them natural candidates for bureaucratic positions.
	D.	Shoguns and their warriors were defeated in battles and one by one left the rough country to explore civilization. Uneducated, the warriors were at first ill-equipped to function in the more sophisticated hierarchy of organized government.
	E.	The author infers that the teachers in private and religious schools were fearful of the two-sworded warriors who, the reader might envision, were similar to modern-day gangs in the halls of the temple schools. Once graduated, it appears that the warriors' attempt to take over government offices was successful.

Incremental changes in federal government personnel management practices are the result of a long struggle which is chronologically documented. When our constitution was written, the framers focused on such important factors as separation of powers and sovereignty of "we the people." They left to future policymakers the task of deciding manager/employee relationships. At first our national government, composed of small agencies, attracted social elites who had prior management experience in either a business or farming. Generally speaking, people who worked in government during those first years maintained high ethical standards and were among the best educated group of citizens. Federal government employees in the earliest years felt responsible for providing excellent service with public interest a central theme. The distinct management philosophy was classified the trustee period.

As political philosophies changed, the characteristics of federal employment changed. Political parties clashed. Bitter feelings toward the other party led to distrust in government employment. Winners felt that they should reward party workers, regardless of educational preparation for the job, with appointment to government positions. By 1820, the patronage system was born. Loyalty to the elected politicians was the governing principle in hiring and firing practices. Unfortunately, some of the party faithful fostered corruption and other abuses.

By 1883, disenchanted constituents pressured members of Congress to change the federal personnel system. The Civil Service Reform Act readily became law after President Garfield was shot by an office-seeking party worker who failed to acquire a job after the election. The new law, commonly known as the Pendleton Act, was a cautious step at best, but it did provide a foundation on which to build a more stable civil service cadre. Patronage as a mode for acquiring a job was eliminated in some of the agencies. A three-person Civil Service Commission provided leadership in moving recruitment and hiring practices away from politics and toward hiring based on qualifications which matched job descriptions. The jurisdiction of the commission at first was quite small. By the time the second federal law was passed, the authority of the Commission had expanded, and government employees could not be fired unless the employer substantiated that there was good cause to fire the employee. Employees' Fifth Amendment due process guarantees were a crucial barrier to unfair administrative practices.

Among other laws that affected federal government personnel practices, was the Hatch Act. The new law provided additional protections against removal for political purposes. Critics assert that the law invaded First Amendment rights by denying civil service employees the opportunity to work actively in political campaigns or may not run for public office or serve as a party officer.

Racial prejudices, common in the private sector, led to discrimination in federal hiring, promotion, and firing practices. The Civil Service Commission was ineffective in monitoring and enforcing equal protection. Power of enforcement was transferred to the Equal Employment Opportunity Commission in 1978. Federal judges also played a prominent role in getting to the root of inequities in such cases as Griggs v. Duke Power Company in 1971 where the Supreme Court ruled that test questions must be related to expected job qualifications and performance.

17.	Which statement best summarizes the history of personnel management in the United States?
	A.	The values of late 18th public administrators are not and cannot be applicable to modern government.
	B.	Benefits of patronage practices outweigh problems. The author implies that civil servants who are loyal to the president, his party, and his policies will work harder in order to win the next election.
	C.	As science and technology change, the definition of honesty and merit should change accordingly.
	D.	The original basic values of public personnel managers under President Washington have remained intact, for the most part, similar to the values of 20th century personnel management although other values have been introduced.
	E.	Due to the wide variety of intelligence and skills, it is impossible to develop fair personnel policies.

The Civil Service Commission authorized tests and other forms of screening. Applicants are ranked according to test scores and other criteria, such as experience. Secretaries, plumbers, and other skilled laborers are required to take specialized tests. In earlier years professionals were given PACE examinations, but these exams are no longer administered. According to the ranking scale, the top three applicants become finalists who will compete for the job vacancy. Once on the job, the employee must deal with other forms of classification. For years, the Civil Service Commission made policy with regard to pay scales based on job descriptions. The procedure proved unwieldy. Currently, agencies handle their own classification systems. Controversies surfaced from time to time. After the Watergate scandal, Congress decided that change was in order. In 1978, Congress passed the Civil Service Reform Act. The legislators defined merit and cited nine principles that serve as guidelines today. Merit pay was initiated. New structural changes led to division of duties among the Office of Personnel Management, the Merit System Protection Board, the Office of Special Counsel, the Federal Labor Relations Authority, and the Senior Executive Services.

The new system was designed to improve working conditions. Proponents pointed to flexibility and rewards for excellent service. To protect the honest, hardworking civil servants from dishonest and/or unfair supervisors or fellow employees, the Merit System Protection Board promulgates rules and sees that they are administered by other agencies. Federal employees may bring their complaints to the Office of Special Counsel. After investigation and hearings, the case may go before the Merit System Protection Board. Cases that deal with violations of the law may be investigated by Congress, or the federal courts. Analyst Ronald D. Sylvia found that the Office of Special Counsel has not functioned well. Few cases have been appealed to the board or to court. Whistleblowers have experienced little protection in the way the Office functions.

Despite changes in laws, system, rules, procedures, and practices, federal government has yet to resolve many problems that beset both private and public sectors. For example, it has been hard to eliminate different kinds of discrimination in state and federal agencies: sex, age, race, religion, and members of ethnic groups. Policymakers are generally puzzled on how to deal fairly with employees who are pregnant, new parents, victims of sexual harassment, drug abusers, alcoholics, and AIDS victims. Proponents are calling for changes in philosophy with regard to employee rights on the job and as political active citizens. If Congress and/or the president as chief executive fail to address the controversies, agency managers must rely on legal staffs to aid them on a case-by-case basis in developing rules or deciding employee complaints. Eventually, questionable personnel management policies are challenged in courts of law or in arbitration and mediation processes.

The values of the 18th century practitioners included striving for honest government manned by highly ethical, educated citizens. Public service was performed by capable persons whose loyalty to the constitution was seldom questioned. Although many other principles have become woven into the fabric of public administration today, Congress and recent presidents through their executive orders have tried to maintain these values and incorporate higher goals. As we have seen, the tasks have not been easy. Much remains to be envisioned, crafted, and implemented.

19.	How does the author describe the role of public administration in oversight of management practices?
	A.	The major task of government is to make rules that govern workers and strictly enforce those rules.
	B.	The major task of public administration is quasi-legislative (rule making powers).
	C.	The major task of public administration, as the author demonstrates, is quasi-judicial (hearing and deciding cases initiated by the agency itself, government employees, or by agency clientele).
	D.	The agency does not oversee management practices. The author maintains that courts of law are charged with oversight duties.
	E.	Due process demands procedural guidelines and a bureaucracy designed to enforce rules and to defend employees who believe that they have been unfairly treated under those rules.