| Table of Content |
Preface Acknowledgments Part I: Paradigms of Public Administration Chapter 1 Big Democracy, Big Bureaucracy Constraint: The Context and Tradition of Public Administration in the United States Infernal Vernon: A Case of Unconstrained Public Administration Government, Public Leaders, and Public Trust Bureaucrats: Image and Reality Revolt and Resistance: Americans and Governmental Growth Power: The Gray Eminence of the Public Administrator Noetic Authority and Knowledge Management: The Bases of Bureaucratic Power Chapter 2 Public Administration's Century in a Quandary The Beginning Paradigm 1: The Politics/Administration Dichotomy, 1900-1926 Paradigm 2: The Principles of Administration, 1927-1937 The Challenge, 1938-1950 Reaction to The Challenge, 1947-1950 Paradigm 3: Public Administration as Political Science, 1950-1970 The Impact of Political Science: Bureaucracy in the Service of Democracy Paradigm 4: Public Administration as Management, 1956-1970 The Impact of Management: Understanding the "Public" in Public Administration The Forces of Separatism, 1965-1970 Public Administration as Neither Management Nor Political Science Paradigm 5: Public Administration as Public Administration: 1970-Present Paradigm 6: Governance, 1990-Present A Paradigmatic Balance? or, Public Administration, Happy at Last Part II: Public Organizations <br/>Chapter 3 The Threads of Organization: Theories Models, Definitions, and Organizations The Closed Model of Organizations The Open Model of Organizations The Closed and Open Models: The Essential Differences Closed or Open Organizations? The Literature of Model Synthesis Are Public Organizations Different? <br/>Chapter 4 The Fabric of Organizations: Forces Society and the Assessment of Organizations Information and Intelligence in Organizations Information, Intelligence, Organizations, and Four Dead Horses Decision Making in Organizations Changing the Public Organization Deep Change: The Impact of the Environment on the Public Organization<br/>Chapter 5 The Fibers of Organizations: People The Motives of Public and Nonprofit Administrators Models of Adult Development Models of Cultural Behavior Models of Political Behavior Culture and the Bureaucrat Darwinism and the Organizational Personality Leadership in Organizations The Evolution of Leadership Theory: Defining Leadership for the Times Leading the Public Organization Part III: Public Management Chapter 6 Clarifying Complexity: The Public's Information Resource Privacy versus Policy: The Particular Problem of the Public Computer A Case of Unmatched Failure The Crusade for Secure Data Knowledge Management: Managing the Public's Information Resource E-Gov: Lean, Clean, and Seen Government Best Practices for Knowledge Management Clarifying Public Decisions The Information Resource and the Future of Governance <br/>Chapter 7 Corruption's Consequence: Public Productivity Naming Things What They Are Curtailing Corruption: Do Productivity Measures Help? Efficiency for Good Government, 1900-1940 Budgeting to Control Costs, 1940-1970 Managing for Efficiency and Effectiveness, 1970-1980 Privatizing for Less Government, 1981-1992 Waste, Fraud, and Abuse: The New Meaning of Corruption, 1975-Present A New Public Management, 1992-Present Katrina, Crisis, and Collapse Control or Corruption? Turbidity or Agility? Measuring Public Performance Permutations of Performance Measurement Performance Measurement in Practice Evaluating Public Programs Public Program Evaluation in Practice Using Public Program Evaluations<br/>Chapter 8 The Public Trough: Financing and Budgeting Governments How Much Should Governments Cost? Public Finance: Paying for Public Policy Financing the Federal Government Taxing Times: Rethinking Federal Taxes Financing State Governments Financing Local Governments Taxing Times: The Fiscal Future of States and Communities The Federal Government and the National Economy A Founder on Debt Congress's Quixotic Quest: Decreasing Deficits Public Budgeting: Spending for Public Policy The Evolution of Public Budgeting: Variations, Viewpoints, and Values Line-Item Budgeting, 1921-1939 Program/Performance Budgeting, 1940-1964 Planning-Programming-Budgeting, 1965-1971 Budgeting-by-Objectives, 1972-1977 Zero Base Budgeting, 1977-1980 Target Base Budgeting, 1980-1992Cutback Management: Responding to the Reality of Red Ink Budgeting for Results, 1993-Present <br/>Chapter 9 Managing Human Resources in the Public Sector Who Wants to Work for Government? Who Works for Government? The Civil Service System: The Meaning of Merit The First Reform The Collective System: Blue-Collar Bureaucrats The Political Executive System: Politics in Administration The Professional Public Administration System: Embracing the Professions of Politics and Management A Pair of Professional Profundities: Performance and Pay Does Human Resource Management Impair Public Administration? Race, Sex, and Jobs: The Challenge of Affirmative Action Part IV: Implementing Public Policy <br/>Chapter 10 Understanding and Improving Public Policy Political Science, Public Administration, and Policy Analysis The Incrementalist Paradigm of Public Policymaking and Implementation The Rationalist Paradigm of Public Policymaking and Implementation The Problems of the Paradigms The Strategic Planning Paradigm of Public Policymaking and Implementation Strategic Planning: The Public and Nonprofit Experiences <br/>Chapter 11 Intersectoral Administration Why Collaborate? An American Orthoxy The Privatization of the People's Property: A Forthcoming Federal Fire Sale? The Privatization of Federal Policy: Public Programs and Private Profit Seekers The Process of Federal Privatization Federal Contracting: A Critique The Beltway Bandits: Service Contracting and the Curious Question of Consultants Contracting in Corruption: A Capital Case Reforming Federal Privatization Privatizing in the States Privatizing by Local Governments To Privatize or not to Privatize? Local Pressures and Public Programs Local Contracting: Management and Cost Is Business Better? The Case for Competition Practical Privatization: Lessons Learned The Public's Enterprises: Vast and Varied Managing the Public's Enterprises: The Public Authority and Other Quasi Governments The Evolution of the Public Authority Mysteries, Money, and Might: The Unexplored Economy of the Grass-Roots Authority It's Good Being King: Public Authorities and Their Surfeit of Freedom The Independent Sector: Experiences in Interdependence The Third Sector and the Other Two: Questions of Performance and Impact <br/>Chapter 12 Intergovernmental Administration Thousands and Thousands of Governments The Constitution and the Courts: Setting the Rules The Evolution of Intergovernmental Administration Fiscal Federalism Money and Mandates: Federal Instruments of Implementation Victims of Federalism Federalism Among Equals: The States Intergovernmental Administration in the States A Load of Local Governments: Definitions, Scope, Services, Revenue Sources, Government, and Forms of Government for Counties, Municipalities, Townships, School Districts, and Special Districts Creeping Regionalism: The Role of Local Collaboration Place, People, and Power: The Puzzle of Metropolitan Governance <br/>Chapter 13 Toward a Bureaucratic Ethic Codes and Commissions: The Rise of Public Sector Ethics Practicing Ethical Public Administration Do Morals Matter? Ethics and the Effective Organization Deeper Currents: Bureaucracy and the Public Interest Justice-as-Fairness: AView of the Public Interest Intuitionism, Perfectionism, and Utilitarianism Applying the Justice-as-Fairness Theory The Passion of Public Administration Appendix A: Information Sources, Journals, and Organizations in Public and Nonprofit Administration by Specialization Budgeting and Finance Criminal Justice Ethics Federal Government Human Resource Management Independent Sector Information Resource Management Intergovernmental Administration Local Government Minority and Gender Affairs Planning Program Evaluation and Performance Measurement State Government Welfare, Health, and Public Safety Appendix B: Annotated Information Sources in Public Administration and Related Fields Appendix C: Selected Annotated Journals Relevant to Public and Nonprofit Administration Appendix D: Selected Academic, Professional, and Public-Interest Organizations with Web Sites and Descriptions Appendix E: Becoming a Public or Nonprofit Administrator Careers in Public and Nonprofit Administration: How Many Jobs, How Much Pay? Preparing for a Position in Public or Nonprofit Administration Finding a Position in Public or Nonprofit Administration The Job Interview Sample Consolidated Resume Index |
