In uneasy partnership at the helm of the modern state stand elected party politicians and professional bureaucrats. This book is the first comprehensive comparison of these two powerful elites. In seven countries—the United States, Great Britain, France, Germany, Sweden, Italy, and the Netherlands—researchers questioned 700 bureaucrats and 6OO politicians in an effort to understand how their aims, attitudes, and ambitions differ within cultural settings.
One of the authors’ most significant findings is that the worlds of these two elites overlap much more in the United States than in Europe. But throughout the West bureaucrats and politicians each wear special blinders and each have special virtues. In a well-ordered polity, the authors conclude, politicians articulate society’s dreams and bureaucrats bring them gingerly to earth.
Carter and Scott combine extensive quantitative analysis, interviews with members of Congress and their staff, and case studies of key foreign policy entrepreneurs, including Frank Church, William Fulbright, Jesse Helms, Edward Kennedy, Pat McCarran, and Curt Weldon. Drawing on their empirical data, the authors identify the key variables in foreign policy entrepreneurship, including membership in the Senate or House, seniority and committee assignments, majority or minority party status, choice of foreign policy issues, and the means used to influence policy. By illuminating the roles and impact of individual members of Congress, Carter and Scott contribute to a more nuanced understanding of the broader U.S. foreign policy-making process.
A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate?
Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value.
Every time control of the U.S. presidency is passed from one party to another, the entire top layer of the executive branch changes. Thousands of men and women take down their pictures, pack up their desks, and move back into private life, just as others dust off their pictures and move in. The U.S. stands alone in this respect. Nearly every other advanced democracy is managed-save for elected officials and a few top aides-by an elite cadre of top civil servants selected by highly competitive examinations.
Hudleston and Boyer tell the story of U.S. efforts to develop higher civil service, beginning with the Eisenhower administration and culminating in the passage of the Civil Service Reform Act of 1978. Arguing that the highly-politicized U.S. system simply hasn't worked, they examine why and how reform efforts have failed and offer a series of recommendations for the future.
Judith Michaels provides an in-depth examination of the Senate-confirmed presidential appointees of the Gorge H. W. Bush administration, and analyzes what these choices reveal about him, his administration, and the institution of political appointments itself. She compares this research to other administrations in the modern era. Particularly fascinating is how Bush's appointees compare with those of Ronald Reagan.
Contains fourteen essays that examine, through a public policy focus, the 1978 civil service reform and its aftermath. The essays view policy design, implementation, and evaluation, as well as the overall politics of administration and institutional change. An indispensible tool for students of public administration, bureaucratic politics, and personnel policy.
Contributors: Carolyn Ban; John Halligan; Kirke Harper; Mark Huddleston; J. Edward Kellough; Larry M. Lane; Chester A. Newland; James L. Perry; Beryl A. Radin; Robert Vaughn; and the editors.
Mark H. Moore’s now classic Creating Public Value offered advice to public managers about how to create public value. But that book left a key question unresolved: how could one recognize (in an accounting sense) when public value had been created? Here, Moore closes the gap by setting forth a philosophy of performance measurement that will help public managers name, observe, and sometimes count the value they produce, whether in education, public health, safety, crime prevention, housing, or other areas. Blending case studies with theory, he argues that private sector models built on customer satisfaction and the bottom line cannot be transferred to government agencies. The Public Value Account (PVA), which Moore develops as an alternative, outlines the values that citizens want to see produced by, and reflected in, agency operations. These include the achievement of collectively defined missions, the fairness with which agencies operate, and the satisfaction of clients and other stake-holders.
But strategic public managers also have to imagine and execute strategies that sustain or increase the value they create into the future. To help public managers with that task, Moore offers a Public Value Scorecard that focuses on the actions necessary to build legitimacy and support for the envisioned value, and on the innovations that have to be made in existing operational capacity.
Using his scorecard, Moore evaluates the real-world management strategies of such former public managers as D.C. Mayor Anthony Williams, NYPD Commissioner William Bratton, and Commissioner of the Minnesota Department of Revenue John James.
This book explores an important side of public employment that most Americans never get the opportunity to see—high-level career executives who make positive contributions to our quality of life. Norma M. Riccucci profiles six "unsung heroes," the people behind the scenes of some of the most successful programs in American government, and identifies the tools, skills, and strategies that make them effective leaders.
Through in-depth interviews and provocative story-telling, Riccucci demonstrates that while these executive-level bureaucrats—or "execucrats"—may have an overall negative public image, they create, develop, execute, and enforce a number of programs and public policies that change our country for the better. She highlights six of these modern execucrats who best exemplify the creativity, determination, and leadership found in such officials:
—William Black, Senior Deputy Chief Counsel, Office of Thrift Supervision, who attacked the rampant corruption and mismanagement that created the savings and loan crisis;
—Eileen Claussen, Director, Atmospheric and Indoor Air Programs, U.S. Environmental Protection Agency, who negotiated as intensely within her own government as with other countries to create an international plan to protect the earth's ozone layer;
—Ambassador Edward Perkins, U.S. State Department, the first African-American Ambassador to South Africa and the first American ambassador to meet with black South African leaders as part of his persistent efforts to end apartheid in that country;
—Stephen Marica, Assistant Inspector General, Small Business Administration, who investigated the Wedtech scandal, which bilked millions of dollars in fraudulent defense contracts from American taxpayers;
—Dr. Vince Hutchins, Director, Division of Maternal and Child Health, U.S. Department of Health and Human Services, who spearheaded the team that developed "Healthy Mothers, Healthy Babies Coalition," a public-private partnership that improved, and even saved, the lives of thousands of newborn babies; and
—Dr. Helene Gayle, Division Chief, HIV-AIDS Division, U.S. Centers for Disease Control, who is actively battling the AIDS virus through education and prevention programs around the world.
Riccucci not only relates the intriguing tales of these six dedicated officials who overcame the challenges before them, but she also analyzes the specific factors—from knowledge of the system to honesty, integrity, and humor—that are needed to become a dynamic government executive. Of interest to those both inside and outside government circles, Unsung Heroes gives captivating insights into effective executive leadership.
READERS
Browse our collection.
PUBLISHERS
See BiblioVault's publisher services.
STUDENT SERVICES
Files for college accessibility offices.
UChicago Accessibility Resources
home | accessibility | search | about | contact us
BiblioVault ® 2001 - 2024
The University of Chicago Press