"Accountability" is a watchword of our era. Dissatisfaction with a range of public and private institutions is widespread and often expressed in strong critical rhetoric. The reasons for these views are varied and difficult to translate into concrete action, but this hasn't deterred governments and nongovernmental organizations from putting into place formal processes for determining whether their own and others' goals have been achieved and problems with performance have been avoided.
In this thought-provoking book, government and public administration scholar Beryl Radin takes on many of the assumptions of the performance movement, arguing that evaluation relies too often on simplistic, one-size-fits-all solutions that are not always effective for dynamic organizations. Drawing on a wide range of ideas, including theories of intelligence and modes of thought, assumptions about numbers and information, and the nature of professionalism, Radin sheds light on the hidden complexities of creating standards to evaluate performance. She illustrates these problems by discussing a range of program areas, including health efforts as well as the education program, "No Child Left Behind."
Throughout, the author devotes particular attention to concerns about government standards, from accounting for issues of equity to allowing for complicated intergovernmental relationships and fragmentation of powers. She explores in detail how recent performance measurement efforts in the U.S. government have fared, and analyzes efforts by nongovernmental organizations both inside and outside of the United States to impose standards of integrity and equity on their governments. The examination concludes with alternative assumptions and lessons for those embarking on performance measurement activities.
Do Motorola, Herman Miller, and the Donelly corporations all share a secret of business? Without a doubt, it is the ability to continually change—their "only hope for survival and success"—change based on a participatory management style, often referred to as the Scanlon Plan—identity, participation, equity, and managerial competence—these corporations have succeeded where others have failed.
Changing Forever builds on the forty years of research, experience, and development that have gone into the Scanlon Plan. Documenting fully the principles and processes of the Scanlon Plan, Carl Frost gives the reader a clear view of how the plan works and how it can be adapted to suit the needs of businesses large and small. The conclusions of his research are not surprising: with implementation of the four basic principles of the Scanlon Plan comes an optimal synergistic relationship between all employees and management.
In this brilliant, gracefully written, and important new book, former Secretary of the Interior and Governor of Arizona Bruce Babbitt brings fresh thought--and fresh air--to questions of how we can build a future we want to live in.
We've all experienced America's changing natural landscape as the integrity of our forests, seacoasts, and river valleys succumbs to strip malls, new roads, and subdivisions. Too often, we assume that when land is developed it is forever lost to the natural world--or hope that a patchwork of local conservation strategies can somehow hold up against further large-scale development.
In Cities in the Wilderness, Bruce Babbitt makes the case for why we need a national vision of land use. We may have a space program, he points out, but here at home we don't have an open-space policy that can balance the needs for human settlement and community with those for preservation of the natural world upon which life depends. Yet such a balance, the author demonstrates, is as remarkably achievable as it is necessary. This is no call for developing a new federal bureaucracy; Babbitt shows instead how much can be--and has been--done by making thoughtful and beneficial use of laws and institutions already in place.
A hallmark of the book is the author's ability to match imaginative vision with practical understanding. Babbitt draws on his extensive experience to take us behind the scenes negotiating the Florida Everglades restoration project, the largest ever authorized by Congress. In California, we discover how the Endangered Species Act, still one of the most effective laws governing land use, has been employed to restore regional habitat. In the Midwest, we see how new World Trade Organization regulations might be used to help restore Iowa's farmlands and rivers. As a key architect of many environmental success stories, Babbitt reveals how broad restoration projects have thrived through federal- state partnership and how their principles can be extended to other parts of the country.
Whether writing of land use as reflected in the Gettysburg battlefield, the movie Chinatown, or in presidential political strategy, Babbitt gives us fresh insight. In this inspiring and informative book, Babbitt sets his lens to panoramic--and offers a vision of land use as grand as the country's natural heritage.
Fairmount Park is the municipal park system of Philadelphia, Pennsylvania. It consists of more than one hundred parks, squares, and green spaces totaling about 11,000 acres, and is one of the largest landscaped urban park systems in the world. In City in a Park, James McClelland and Lynn Miller provide an affectionate and comprehensive history of this 200-year-old network of parks.
Originated in the nineteenth century as a civic effort to provide a clean water supply to Philadelphia, Fairmount Park also furnished public pleasure grounds for boat races and hiking, among other activities. Millions travel to the city to view its eighteenth-century villas, attend boat races on the Schuylkill River, hike the Wissahickon Creek, visit the Philadelphia Zoo, hear concerts in summer, stroll the city’s historic squares and the Benjamin Franklin Parkway, and enjoy its enormous collection of public art. Green initiatives flower today; Philadelphia lives amidst its parks.
Filled with nearly 150 gorgeous full-color photographs, City in a Park chronicles the continuing efforts to create what founder William Penn desired: a “greene countrie town.”
In this innovative study of the rise of the conservation ethic in northern New England, Richard Judd shows that the movement that eventually took hold throughout America had its roots among the communitarian ethic of countrypeople rather than among urban intellectuals or politicians. Drawing on agricultural journals and archival sources such as legislative petitions, Judd demonstrates that debates over access to and use of forests and water, though couched in utilitarian terms, drew their strength and conviction from deeply held popular notions of properly ordered landscapes and common rights to nature.
Unlike earlier attempts to describe the conservation movement in its historical context, which have often assumed a crude dualism in attitudes toward nature--democracy versus monopoly, amateur versus professional, utilitarian versus aesthete--this study reveals a complex set of motives and inspirations behind the mid-nineteenth-century drive to conserve natural resources. Judd suggests that a more complex set of contending and complementary social forces was at work, including traditional folk values, an emerging science of resource management, and constantly shifting class interests.
Common Lands, Common People tells us that ordinary people, struggling to define and redefine the morality of land and resource use, contributed immensely to America's conservation legacy.
Conflict in the Great Outdoors addresses the different orientations and behaviors within sportsmen categories. A major problem of outdoor recreation management addressed in Hobson Bryan’s work is the difficulty in identifying sportsmen subgroups having distinctive preferences and expectations as to the composition of the “quality” outdoor experience. Land-use managers and planners are faced with the problem of matching resources with more users having increasingly specific motivations. Bryan applies his theory of variations within a leisure activity by addressing what sportsmen do and why they do it in various activities such as mountain climbing, hunting, canoeing, skiing, and backpacking.
In this comprehensive aviation manual, Raoul Castro provides a source of invaluable corporate aviation management information. He begins by giving an overview of corporate aviation from its inception, then focuses on the management principles and functions that specifically target corporate aviation. Through the utilization of these sound management principles, Castro facilitates the acceptance of corporate aircraft as indispensable tools of industry.
As Castro notes, few companies know how to use corporate aircraft to maximum advantage. Drawing on his expertise and experience, Castro designs a plan by which a company can achieve maximum utilization of an airplane or helicopter fleet. He gives specific instructions on how to facilitate the efficient use of the aviation department of a company, select appropriate aircraft, plan for disasters and establish security measures, fulfill legal requirements of the governmental agencies that regulate the use of aircraft, and manage the maintenance and repair of aircraft. Castro also discusses the scores of details involved in the management of a professional corporate aviation branch and how these details can be handled in a positive, productive manner.
After thoroughly examining the overall managerial functions involved in planning, organizing, controlling, and implementing an aviation arm, Castro concludes by discussing the future of corporate aviation.
This book is a practical and valuable guide for the executive in charge of an aviation department, an aviation department manager or chief pilot, aspirants to aviation management positions, and both students and teachers of aviation management.
The creation of rules that govern processes or behavior is essential to any organization, but these rules are often maligned for creating inefficiencies. This book provides the first comprehensive portrait of rules in public organizations and seeks to find the balance between rules that create red tape and rules that help public organizations function effectively, what the author calls “green tape.”
Drawing on a decade of original research and interdisciplinary scholarship, Leisha DeHart-Davis builds a framework of three perspectives on rules: the organizational perspective, which sees rules as a tool for achieving managerial goals and organizational functions; the individual perspective, which examines how rule design and implementation affect employees; and the behavioral perspective, which explores human responses to the intersection of the first two perspectives. The book then considers the effectiveness of rules, applying these perspectives to a case study of employee grievance policies in North Carolina local government. Finally, the book concludes by outlining five attributes of effective rules—green tape—to guide future rule creation in public organizations. It applies green tape principles to the Five-Second Rule, a crowd control policy Missouri police implemented in the wake of protests following the Michael Brown shooting. Government managers and scholars of public administration will benefit from DeHart-Davis’s investigation and guidance.
Today, the work of government often involves coordination at the federal, state, and local levels as well as with contractors and citizens’ groups. This process of governance across levels of government, jurisdictions, and types of actors is called intergovernmental relations, and intergovernmental management (IGM) is the way work is administered in this increasingly complex system. Leading authority Robert Agranoff reintroduces intergovernmental management for twenty-first-century governance to a new generation of scholars, students, and practitioners.
Agranoff examines IGM in the United States from four thematic perspectives: law and politics, jurisdictional interdependency, multisector partners, and networks and networking. Common wisdom holds that government has “hollowed out” despite this present era of contracting and networked governance, but he argues that effective intergovernmental management has never been more necessary or important. He concludes by offering six next steps for intergovernmental management.
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