front cover of Federal Management Reform in a World of Contradictions
Federal Management Reform in a World of Contradictions
Beryl A. Radin
Georgetown University Press, 2012

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.

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The Higher Civil Service in the United States
Quest for Reform
Mark W. Huddleston
University of Pittsburgh Press, 1996

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.
 

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Jobs for the Boys
Patronage and the State in Comparative Perspective
Merilee S. Grindle
Harvard University Press, 2012

Patronage systems in the public service are universally reviled as undemocratic and corrupt. Yet patronage was the prevailing method of staffing government for centuries, and in some countries it still is. In Jobs for the Boys, Merilee Grindle considers why patronage has been so ubiquitous in history and explores the political processes through which it is replaced by merit-based civil service systems. Such reforms are consistently resisted, she finds, because patronage systems, though capricious, offer political executives flexibility to achieve a wide variety of objectives.

Grindle looks at the histories of public sector reform in six developed countries and compares them with contemporary struggles for reform in four Latin American countries. A historical, case-based approach allows her to take into account contextual differences between countries as well as to identify cycles that govern reform across the board. As a rule, she finds, transition to merit-based systems involves years and sometimes decades of conflict and compromise with supporters of patronage, as new systems of public service are politically constructed. Becoming aware of the limitations of public sector reform, Grindle hopes, will temper expectations for institutional change now being undertaken.

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front cover of The Promise and Paradox of Civil Service Reform
The Promise and Paradox of Civil Service Reform
Patricia W. Ingraham
University of Pittsburgh Press, 1993

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.

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Public Management Reform and Innovation
Research, Theory, and Application
H. George Frederickson
University of Alabama Press, 1999

Leading scholars present the most complete, as well as the most advanced, treatment of public management reform and innovation available

The subject of reform in the public sector is not new; indeed, its latest rubric, reinventing government, has become good politics. Still, as the contributors ask in this volume, is good politics necessarily good government?

Given the growing desire to reinvent government, there are hard questions to be asked: Is the private sector market model suitable and effective when applied to reforming public and governmental organizations? What are the major political forces affecting reform efforts in public management? How is public management reform accomplished in a constitutional democratic government? How do the values of responsiveness, professionalism, and managerial excellence shape current public management reforms? In this volume, editors H. George Frederickson and Jocelyn M. Johnston bring together scholars with a shared interest in empirical research to confront head-on the toughest questions public managers face in their efforts to meet the demands of reform and innovation.

Throughout the book, the authors consider the bureaucratic resistance that results when downsizing and reinvention are undertaken simultaneously, the dilemma public managers face when elected executives set a reform agenda that runs counter to the law, and the mistaken belief that improved management can remedy flawed policy.


 
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front cover of The Pursuit of Absolute Integrity
The Pursuit of Absolute Integrity
How Corruption Control Makes Government Ineffective
Frank Anechiarico and James B. Jacobs
University of Chicago Press, 1996
In this comprehensive and controversial case study of anticorruption efforts, Frank Anechiarico and James B. Jacobs show how the proliferating regulations and oversight mechanisms designed to prevent or root out corruption seriously undermine our ability to govern. By constraining decision makers' discretion, shaping priorities, and causing delays, corruption control—no less than corruption itself—has contributed to the contemporary crisis in public administration.

"Anechiarico and Jacobs . . . have pushed aside the claims and posturing by officials and reformers and revealed a critical need to reevaluate just what we have and are doing to public servants, and to the public, in the name of anti-corruption."—Citylaw

"A timely and very useful addition to the new debate over corruption and reform."—Michael Johnston, American Political Science Review
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Roosevelt the Reformer
Theodore Roosevelt as Civil Service Commissioner, 1889-1895
Richard D. White Jr
University of Alabama Press, 2003
Covers a fascinating period of Theodore Roosevelt’s life, his first six years in Washington

Roosevelt the Reformer sheds light on an important chapter in the biography of the flamboyant 26th president of the United States. From 1889 to 1895—before he was a Rough Rider in the Spanish–American War and before he oversaw the building of the Panama Canal and won the 1906 Nobel Peace Prize—“Teddy” Roosevelt served as one of three civil service commissioners. This was a significant period of his life because he matured politically and learned how to navigate through Washington politics. He sparred with powerful cabinet officers and congressmen and survived their attempts to destroy him. He cultivated important friendships and allegiances, flourished intellectually, and strengthened his progressive views of social justice, racial theory, and foreign relations. It was a period altogether significant to the honing of administrative talent and intellectual acuity of the future president.

Richard White Jr. situates young Roosevelt within the exciting events of the Gilded Age, the Victorian era, and the gay nineties. He describes Roosevelt's relationships with family, friends, colleagues, and adversaries. Many of these people, such as Henry Cabot Lodge, Cecil Spring-Rice, Alfred Mahan, Henry Adams, and John Hay would significantly influence Roosevelt when he later occupied the White House. White explores TR's accomplishments in civil service reform, the effect of the commission experience on his presidency a decade later, and his administrative legacy.

In addition to Harvard University’s immense collection of Roosevelt
correspondence, White drew from original sources such as the Civil Service Commission files in the National Archives, the Library of Congress, the National Park Service Roosevelt Historical Site at Sagamore Hill, and the records of the National Civil Service Reform League.

 
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front cover of Thatcher, Reagan, and Mulroney
Thatcher, Reagan, and Mulroney
In Search of a New Bureaucracy
Donald J. Savoie
University of Pittsburgh Press, 1994

Savoie considers the war of reform waged by the leaders of these major industrial countries. Reagan declared that he had come to Washington to “drain the swamp” of bureaucracy, and set up the Grace Commission to investigate the operation of the U.S. government. Thatcher and Mulroney were equally committed to reform and initiated wide-ranging changes. By the end of the 1990s, the changes were dramatic. Many governments operations had been privatized in all three countries, and new management techniques had been introduced. In Great Britain, one observer judged that the changes were historically as important as the collapse of Keynesian economics.
 
Is government now better in these countries, and was political leadership right in focusing on management of the bureaucracy as the villain? Savoie suggests that the reforms overlooked problems now urgently requiring attention and, at the same time, attempted to address non-existent problems. He combines theory and research based on sixty-two interviews, nearly all with members of the executive branch of the governments of Britain, Canada and the United States.
 

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