A SCHOLARLY BOOK REPOSITORY
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.
The creation and preservation of capable states is a lengthy, laborious, and multifaceted process, fraught with opportunities for failure and misspent resources. It requires time, commitment, innovative ideas, consensus building, new rules of the game, efficient design and resource allocation in technical assistance, and considerable good luck. By the mid-1990s, the imperative to improve government performance had been added to the development agenda precisely because of greater awareness that neither markets nor democracies could function well--or perhaps function at all--unless governments' efficiency, effectiveness, and responsiveness are improved.
This publication seeks to help understand how governments can be encouraged to perform better and how state capabilities can be developed in ways that allow markets and democracies to flourish. The contributors draw comparative lessons from specific efforts designed to enhance human resource development in the public sector, to strengthen organizations that contribute to the public purpose of government, and to reform the institutions that set the rules for economic and political interaction.
Getting Good Government will be of interest not only to public officials and public management and policy analysts, but also to political scientists and international development specialists.
The transformation from the post-war model of guided capitalism towards its neo-liberal variety has serious consequences for intra-organisational power relations which result in a one-sided articulation of interests. This erodes the moral fabric of the labour organisation as a social institution. In this context special attention is paid to the wide-spread erosion of corporate ethics in the 21st century.
The intensification of the labour process - a consistent phenomenon in industrial capitalism has got a new impulse, due to the lack of countervailing power within an eroding system of labour relations as well as to superior production techniques and technologies.
These tendencies have a deteriorating effect on the substance of the personnel discipline, ending up in a loss of function.
Managing Diversity in Organizations focuses on a key issue that organizations are facing—diversity. It is here, and it is growing. The only question now is how well we deal with diversity, especially in organizational contexts.
Golembiewski identifies the many forces and factors propelling us into the age of diversity in organizations—ethical, political, philosophic, demographic, and so on—and details the historical and contemporary approaches. Most practice has focused on a "level playing field" or equal opportunity and "tilting the playing field" or equal outcomes. This volume focuses on diversity as a strategic device rather than as a nicety rooted in behavioral and organizational research. Managing diversity successfully in organizations requires a thorough understanding of management infrastructure that is consistent with diversity--especially structures of work, policies, and procedures that institutionalize and build diversity.
Grounded in the theoretical perspectives of subaltern studies and drawing on an extremely complete archive of landed estates that includes detailed regular reports by plantation managers on all aspects of farming life, Peasants on Plantations reveals the intricate ways peasants, managers, and owners manipulated each other to benefit their own interests. As Peloso demonstrates, rather than a simple case of domination of the peasants by the owners, both parties realized that negotiation was the key to successful growth, often with the result that peasants cooperated with plantation growth strategies in order to participate in a market economy. Long-term contracts gave tenants and sharecroppers many opportunities to make farming choices, to assert claims on the land, compete among themselves, and participate in plantation expansion. At the same time, owners strove to keep the peasants in debt and well aware of who maintained ultimate control.
Peasants on Plantations offers a largely untold view of the monumental struggle between planters and peasants that was fundamental in shaping the agrarian history of Peru. It will interest those engaged in Latin American studies, anthropology, and peasant and agrarian studies.
A Presidential Civil Service offers a comprehensive and definitive study of President Franklin Delano Roosevelt’s Liaison Office for Personnel Management (LOPM). Established in 1939 following the release of Roosevelt’s Brownlow Committee report, LOPM became a key milestone in the evolution of the contemporary executive-focused civil service.
The Progressive Movement of the nineteenth and early twentieth centuries comprised groups across the political spectrum with quite different. All, however, agreed on the need for a politically autonomous and independent federal Civil Service Commission (CSC) to eliminate patronage and political favoritism. In A Presidential Civil Service, public administration scholar Mordecai Lee explores two models open to later reformers: continuing a merit-based system isolated from politics or a management-based system subordinated to the executive and grounded in the growing field of managerial science.
Roosevelt’s 1937 Brownlow Committee, formally known as the President’s Committee on Administrative Management, has been widely studied including its recommendation to disband the CSC and replace it with a presidential personnel director. What has never been documented in detail was Roosevelt’s effort to implement that recommendation over the objections of Congress by establishing the LOPM as a nonstatutory agency.
The role and existence of LOPM from 1939 to 1945 has been largely dismissed in the history of public administration. Lee’s meticulously researched A Presidential Civil Service, however, persuasively shows that LOPM played a critical role in overseeing personnel policy. It was involved in every major HR initiative before and during World War II. Though small, the agency’s deft leadership almost always succeeded at impelling the CSC to follow its lead.
Roosevelt’s actions were in fact an artful and creative victory, a move finally vindicated when, in 1978, Congress abolished the CSC and replaced it with an Office of Personnel Management headed by a presidential appointee. A Presidential Civil Service offers a fascinating account and vital reassessment of the enduring legacy of Roosevelt’s LOPM.
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