Applied Statistics for Public and Nonprofit Administration by Kenneth J. Meier, Jeffrey L. Brudney, John Bohte

By Kenneth J. Meier, Jeffrey L. Brudney, John Bohte

Because the first ebook ever released for public management information classes, utilized information FOR PUBLIC AND NONPROFIT management makes a tricky topic obtainable to scholars and practitioners of public management who've little history in facts or study equipment. Steeped in event and perform, this landmark textual content is still the 1st and most sensible in learn equipment and facts for college kids and practitioners in public--and nonprofit--administration. All statistical concepts utilized by public management execs are lined, and all examples within the textual content relate to public management and the nonprofit region. The textual content avoids jargon and formulae; in its place, it makes use of a step by step process that allows scholar studying.

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Additional info for Applied Statistics for Public and Nonprofit Administration (8th Edition)

Example text

Whatever the strengths or peculiarities of the statistic, they will soon become apparent to you. Given the profusion of user-friendly statistical package programs loaded onto laptop and desktop computers, however, many students and managers in the public and nonprofit sectors are becoming exposed to them through a different mechanism: Instead of learning about the statistics beforehand, they may plunge into using them because they are readily accessible on their microcomputers, but they may not readily understand them.

Agencies that only a few years ago made decisions based on seat-of-the-pants guesses and convenient assumptions now routinely use computer printouts, contingency tables, regression analyses, decision trees, and other statistical techniques to help understand complex situations and make decisions. Human resources managers receive personnel projections to schedule recruitment efforts. Transportation planners rely on complex computer simulations to design urban transportation systems. Budget officers and accountants scour economic projections and analyses.

A culture-biased test will indicate only educational achievement that corresponds with the dominant culture. As a result, such an indicator may not be valid. Social scientists have long grappled with the idea of measurement validity. They have suggested several ways that validity can be established. An indicator has face validity if the manager using the indicator accepts it as a valid indicator of the concept in question. For example, years spent by students in school is accepted as a valid indicator of formal education.

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