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
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?
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
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
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
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—1992
Cutback Management: Responding to the Reality of Red Ink
Budgeting for Results, 1993—Present
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
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
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
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
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 Résumé
Index
