Preface to the Third Edition |
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xiii | |
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1 A Constitutional and Political Approach to Public Administration |
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1 | (26) |
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The Role of Public Service in a Democratic Republic |
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3 | (2) |
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The Centrality of Ordered Liberty |
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5 | (1) |
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Ordered Liberty and the Quest for Equality |
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6 | (3) |
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Ordered Liberty and Rule by Law |
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9 | (1) |
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The Rule of Law Grounds Public Institutions |
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10 | (1) |
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Types of Law in Public Life |
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11 | (2) |
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Functions of Law in Public Life |
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13 | (4) |
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The Meaning of a Constitutional Approach to Public Service |
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17 | (5) |
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22 | (5) |
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Part I Public Organizations and Democratic Governance |
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27 | (168) |
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Master Case: The Angry Library Patron |
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29 | (6) |
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2 The Challenges and Opportunities of Public Service |
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35 | (17) |
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The Tension Between Democracy and Bureaucracy The Irony of American Democratic Governance |
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37 | (2) |
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Legitimacy: The Instrumental and Constitutive Role of Administrative Practice |
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39 | (4) |
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The Institutional Role of Public Administration |
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43 | (4) |
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Prudential Judgment: Understanding Administrative Practice and the Varieties of Knowledge It Requires |
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47 | (3) |
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50 | (2) |
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3 Administrative Discretion |
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52 | (24) |
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The Ubiquity of and Need for Discretion at Various Organizational Levels |
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54 | (9) |
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Types of Discretion and the "Logic of Public Policy" |
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63 | (5) |
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Abuses of Discretion: A Problem of Perspective |
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68 | (2) |
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Leadership Discretion in Nonprofit Organizations |
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70 | (2) |
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Conclusion: Organizational Culture, and the Varieties of Bureaucratic Sensibility |
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72 | (4) |
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4 Democracy and Administration |
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76 | (23) |
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English Roots of American Democratic Governance |
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78 | (3) |
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81 | (9) |
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Ordered Liberty: A Balancewheel Tension Among Competing Dangers |
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90 | (3) |
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93 | (6) |
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5 The Historical Development of American Public Administration: Using Our Institutional Legacies to Improve the Public Good |
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99 | (48) |
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The Founding Era (1789--1828) |
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101 | (9) |
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Jacksonian Democracy (1829--1869): Popular Leadership, Ordinary Virtue, Representative Bureaucracy, Limited Government, and the Voluntary State |
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110 | (3) |
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Populist Reform (1869--1910): Neutral Competence and the Rise of the Regulatory State |
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113 | (8) |
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Progressive Reform (1910--21): Scientific Management or Moral Uplift? |
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121 | (4) |
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The New Deal (1933--76) and the Rise of the Administrative State |
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125 | (10) |
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The New Entrepreneurialism and the Decline of the Administrative State (1976--Present) |
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135 | (6) |
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Public Administration as a Partner in Democratic Governance |
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141 | (2) |
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143 | (4) |
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6 The American Political Economy and Its Implications for Local Public Administration |
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147 | (18) |
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Foundations of the Early American Economy |
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148 | (6) |
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The Contemporary Landscape of Local Political Economies: Distinctive Characteristics of the Sectors |
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154 | (3) |
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Contributions of Sectoral Actors to the Local Political Economy |
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157 | (6) |
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Conclusion: The Centrality of Co-Production and Networked Governance |
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163 | (2) |
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7 Administrative Ethics and Responsibility |
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165 | (30) |
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Moral Agency: Different Sources and Types of Discretion |
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167 | (2) |
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Building the Moral Framework for Your Administrative Discretion |
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169 | (8) |
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Constitutional Moral Agency: What Does the Oath of Office Mean and How Can It Help Expand Your Public Service Ethical Competence? |
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177 | (5) |
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Principles and Practices for Tempering Public Service Ethical Conflicts |
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182 | (5) |
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187 | (5) |
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192 | (3) |
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Part II Designing and Managing Public Organizational Systems |
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195 | (144) |
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Master Case: Law Enforcement and Civic Engagement in the City of Promise |
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197 | (5) |
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8 Organizations and Organizing: Exploring Structure, Function, and Behavior |
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202 | (22) |
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Images of Organizations: Consequences for Public Service Leaders |
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204 | (11) |
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Public Organizations as Polities: Implications for Organizational Success |
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215 | (4) |
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Leadership, Management, and Supervision |
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219 | (1) |
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Leading Change in Organizations |
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220 | (1) |
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221 | (3) |
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9 A Political History of Public Personnel Administration |
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224 | (37) |
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226 | (1) |
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The Founding Era, 1789--1828 |
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226 | (6) |
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The Jacksonian Era, 1829--69 |
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232 | (2) |
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The Gilded, Populist, and Progressive Eras, 1869--1921 |
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234 | (4) |
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The New Deal Era, 1933--54 |
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238 | (5) |
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Civil Rights and the Great Society, 1954--76 |
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243 | (6) |
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The Entrepreneurial Age, 1976--Present |
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249 | (7) |
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Conclusion: Navigating a Transition in Eras |
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256 | (5) |
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10 Contemporary Human Resource Management |
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261 | (46) |
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Overview: The Mission and Values of Human Resource Management |
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262 | (7) |
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Strategic Human Resource Management |
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269 | (4) |
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Justice, Equity, Diversity, and Inclusion (JEDI) |
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273 | (8) |
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281 | (3) |
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284 | (14) |
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298 | (2) |
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Labor Relations and Collective Bargaining |
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300 | (2) |
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Human Resource Information Systems (HRIS) |
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302 | (2) |
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304 | (3) |
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11 Public Budgeting and Financial Management |
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307 | (32) |
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Public Budgeting and Responsiveness to Changing Communities |
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307 | (2) |
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Lessons from the History of Governmental Budgeting |
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309 | (3) |
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Multiple Purposes of the Public Budget |
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312 | (3) |
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315 | (3) |
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Budget Actors and Their Conflicting Roles |
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318 | (2) |
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Revenues: An Important Constraint on Budgeting |
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320 | (3) |
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Preparing the Organization and Community to Budget |
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323 | (4) |
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Budget Formats Structure Information, Decision-Making, and Discretion |
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327 | (8) |
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Budget Implementation and Financial Reporting |
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335 | (2) |
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337 | (2) |
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Part III Strategic Management and Leadership of Public Organizations |
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339 | (137) |
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Master Case: The Vision Action Network |
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341 | (7) |
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12 Public Administration and Policy Process, Analysis, and Advocacy |
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348 | (42) |
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The Unique Characteristics of American Public Policy |
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350 | (1) |
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Constructing a Commercial Republic |
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351 | (2) |
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353 | (1) |
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The Rationale for Economic Regulation |
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354 | (3) |
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Excesses of the Commercial Republic |
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357 | (2) |
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Ways of Understanding Public Policy |
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359 | (2) |
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Models of the Policy Process |
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361 | (12) |
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The Rise of Policy Analysis and the Challenge of "Speaking Truth to Power" |
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373 | (3) |
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Analysis Through Advocacy and Issue Framing |
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376 | (2) |
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An Overview of Policy Analysis Techniques and Methods |
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378 | (8) |
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The Failings of Policy Analysis |
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386 | (1) |
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387 | (3) |
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13 Policy Implementation: Accountability and Administrative Law |
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390 | (30) |
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392 | (5) |
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Organizational Accountability |
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397 | (3) |
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Administrative Rulemaking and Legal Accountability |
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400 | (11) |
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Maintaining Accountability in External Relationships |
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411 | (6) |
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Conclusion: Administrative Accountability, Enduring Issues, and Conflicts |
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417 | (3) |
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14 Public Service Leadership in a Changing World |
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420 | (30) |
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Leadership Theories and Their Inadequacies |
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421 | (5) |
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Leadership Challenges: Wicked and Emergent Challenges in a Shared-Power World |
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426 | (8) |
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Collaborative Leadership and Conciliatory Practices |
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434 | (5) |
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Prudential Judgment: Public Administration and the Art of Statesmanship |
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439 | (8) |
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447 | (3) |
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15 Sizing Up the Context of Public Service: Drivers of Change in the Twenty-First Century |
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450 | (26) |
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Thirteen Drivers of Change in the Twenty-First Century |
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451 | (1) |
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Workforce Changes and the Decline of Professional Expertise |
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452 | (2) |
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454 | (3) |
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457 | (1) |
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Dynamic, Urbanizing, and Transforming Rural Communities |
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458 | (1) |
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Permanent Fiscal Crisis with Increased Emphasis on Managing for Results |
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459 | (2) |
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The Rising Importance of Indigenous People, Tribes, and Tribal Governments |
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461 | (2) |
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Proliferation of Governmental Jurisdictions and Overlapping Structures of Authority |
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463 | (1) |
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Decline of Civic Engagement and Public Participation: How to Build Trust in Governing Institutions |
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463 | (1) |
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Confounding the Lines Between the Public, Nonprofit, and Private Sectors |
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464 | (3) |
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The Role of Information Technology: The Promise of e-Government and the Problem of Truth |
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467 | (2) |
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The Growth of Income Inequality |
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469 | (1) |
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Climate and Environmental Change |
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470 | (1) |
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Global Energy System Dynamics |
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471 | (1) |
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472 | (4) |
Epilogue |
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476 | (4) |
Appendix A Constitution of the United States |
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480 | (11) |
Appendix B The Bill of Rights and Fourteenth Amendment |
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491 | (4) |
Bibliography |
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495 | (34) |
Index |
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529 | |