Stories of government management failures often make the headlines, but quietly much gets done as well. What makes the difference? Ira Goldstein offers wisdom about how to lead and succeed in the federal realm, even during periods when the political climate is intensely negative, based on his decades of experience as a senior executive at two major government consulting firms and as a member of the US federal government's Senior Executive Service.
The Federal Management Playbook coaches the importance of always keeping four key concepts in mind when planning for success: goals, stakeholders, resources, and time frames. Its chapters address how to effectively motivate government employees, pick the right technologies, communicate and negotiate with powerful stakeholders, manage risks, get value from contractors, foster innovation, and more. Goldstein makes lessons easy to apply by breaking each chapter’s plans into three strategic phases: create an offensive strategy, execute your plan effectively, and play a smart defense. Additional tips describe how career civil servants and political appointees can get the most from one another, advise consultants on providing value to government, and help everyone better manage ever-present oversight.
The Federal Management Playbook is a must-read for anyone working in the government realm and for students who aspire to public service.
Proposals for reform have dotted the federal management landscape in the United States for more than 50 years. Yet these efforts by public management professionals have frequently failed to produce lasting results. In her new book, Federal Management Reform in a World of Contradictions, renowned public administration scholar Beryl A. Radin reveals what may lie behind the failure of so many efforts at government management reform.
To spur new thinking about this problem, Radin examines three basic sets of contradictions between the strategies of the reformers and the reality of the US federal system: contradictions in the shared powers structure, contradictions in values, and contradictions between politics and administration. She then explores six types of reform efforts and the core beliefs that guided them. The six reform areas are contracting out, personnel policy, agency reorganization, budgeting, federalism policies and procedures, and performance management. The book shows how too often these prescriptions for reform have tried to apply techniques from the private sector or a parliamentary system that do not transfer well to the structure of the US federal system and its democratic and political traditions.
Mindful of the ineffectiveness of a “one-size-fits–all” approach, Radin does not propose a single path for reform, but calls instead for a truly honest assessment of past efforts as today’s reformers design a new conceptual and strategic roadmap for the future.
Conceived during the turbulent period of the late 1960s when ‘rights talk’ was ubiquitous, Federal Service and the Constitution, a landmark study first published in 1971, strove to understand how the rights of federal civil servants had become so differentiated from those of ordinary citizens. Now in a new, second edition, this legal–historical analysis reviews and enlarges its look at the constitutional rights of federal employees from the nation's founding to the present.
Thoroughly revised and updated, this highly readable history of the constitutional relationship between federal employees and the government describes how the changing political, administrative, and institutional concepts of what the federal service is or should be are related to the development of constitutional doctrines defining federal employees’ constitutional rights. Developments in society since 1971 have dramatically changed the federal bureaucracy, protecting and expanding employment rights, while at the same time Supreme Court decisions are eroding the special legal status of federal employees. Looking at the current status of these constitutional rights, Rosenbloom concludes by suggesting that recent Supreme Court decisions may reflect a shift to a model based on private sector practices.
Field research—the collection of information outside a lab or workplace setting—requires skills and knowledge not typically taught in the classroom. Fieldwork demands exploratory inquisitiveness, empathy to encourage interviewees to trust the researcher, and sufficient aptitude to work professionally and return home safely. The Field Researcher’s Handbook provides a practical guide to planning and executing fieldwork and presenting the results.
Based on his experience conducting field research in more than fifty countries and teaching others a holistic approach to field research, David J. Danelo introduces the skills new researchers will need in the field, including anthropology, travel logistics planning, body language recognition, interview preparation, storytelling, network development, and situational awareness. His time as a combat veteran in the US Marine Corps further enhances his knowledge of how to be observant and operate safely in any environment. Danelo also discusses ethical considerations and how to recognize personal biases. This handbook is intended for researchers in a variety of academic disciplines but also for government, think-tank, and private-sector researchers.
Addressing a host of hot-button issues, from the barring of Christian student groups and military recruiters from law schools and universities to churches’ immunity from civil rights legislation in hiring and firing ministers, Paul Horwitz proposes a radical reformation of First Amendment law. Arguing that rigidly doctrinal approaches can’t account for messy, real-world situations, he suggests that the courts loosen their reins and let those institutions with a stake in First Amendment freedoms do more of the work of enforcing them.
Universities, the press, libraries, churches, and various other institutions and associations are a fundamental part of the infrastructure of public discourse. Rather than subject them to ill-fitting, top-down rules and legal categories, courts should make them partners in shaping public discourse and First Amendment law, giving these institutions substantial autonomy to regulate their own affairs. Self-regulation and public criticism should be the key restraints on these institutions, not judicial fiat. Horwitz suggests that this approach would help the law enhance the contribution of our “First Amendment institutions” to social and political life. It would also move us toward a conception of the state as a participating member of our social framework, rather than a reigning and often overbearing sovereign.
First Amendment Institutions offers a new vantage point from which to evaluate ongoing debates over topics ranging from campaign finance reform to campus hate speech and affirmative action in higher education. This book promises to promote—and provoke—important new discussions about the shape and future of the First Amendment.
As the federal government has cut back its support for domestic services, state governments increasingly have been forced to assume a leadership position. In this book, prominent experts describe and analyze how state governments in the 1990s have coped with fiscal stress through changes in tax and spending policies, as well as through attempts to "reinvent government" by abandoning long-established policies.
In an era when state budgets verge on the brink of deficit, state governments face the difficult task of reconciling the public's wish for low taxes with its desire for increased services—better schools, improved health systems, more prisons. This volume provides both a comparative overview of the fifty states as they try to meet conflicting needs and incisive case studies of six states with a reputation for being national leaders—California, Connecticut, Florida, Massachusetts, Michigan, and Minnesota. It explores how much substance there is to claims that states were successful in developing innovative policies.
The Fiscal Crisis of the States draws upon research to analyze what is really happening in the state capitols. Boiling down the diverse experiences of various states into a number of important lessons, this book will be a valuable resource for academics, policymakers, and public administrators, as well as the general reader, to understand the reality of state fiscal policies.
Viewed alternately as an obstacle to justice, an impediment to efficient government, and a tool by which some groups gain benefits and privileges at the expense of others, public administration threatens to become the whipping boy of American government. In this innovative look at the nation's bureaucracy, Michael W. Spicer revisits the values of the Constitution in order to reconcile the administrative state to its many critics.
Drawing on political and social philosophy, Spicer argues that there is a fundamental philosophical conflict over the role of reason in society between writers in public administration and the designers of the American Constitution. This examination of worldviews illuminates the problem that American government faces in trying to ground a legitimate public administration in the Constitution. Defending and developing the Founders' idea that political power, whatever its source, must be checked, he critically examines existing ideas about the role of public administration in American governance and offers an alternative vision of public administration more in line with the Founders' constitutional design. This book will provide fresh insights for anyone interested in the role of public administration in the United States today.
A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors—both seasoned and new—for a rare critical examination of the field of public administration yesterday, today, and tomorrow.
The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this—nor is there ever likely to be another—in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind. This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration.
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