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This book challenges the conventional wisdom that government bureaucrats inevitably seek secrecy and demonstrates how and when participatory bureaucracy manages the enduring tension between bureaucratic administration and democratic accountability. Looking closely at federal level public participation in pharmaceutical regulation and educational assessments within the context of the vast system of American federal advisory committees, this book demonstrates that participatory bureaucracy supports bureaucratic administration in ways consistent with democratic accountability when it focuses on complex tasks and engages diverse expertise. In these conditions, public participation can help produce better policy outcomes, such as safer prescription drugs. Instead of bureaucracy's opposite or alternative, public participation can work as its complement.
In The Bureaucratic Phenomenon Michel Crozier demonstrates that bureaucratic institutions need to be understood in terms of the cultural context in which they operate. The originality of the study lies in its association of two widely different approaches: the theory of decision-making in large organizations and the cultural analysis of social patterns of action.The book opens with a detailed examination of two forms of French public service. These studies show that professional training and distortions alone cannot ex plain the rise of routine behavior and dysfunctional vicious circles. The role of various bureaucratic systems appears to depend on the pattern of power relation ships between groups and individuals. Crozier's findings lead him to the view that bureaucratic structures form a necessary protection against the risks inherent in collective action.Since systems of protection are built around basic cultural traits, the author presents a French bureaucratic model based on centralization, strata isolation, and individual sparkle-one that that can be contrasted with an American, Russian, or Japanese model. He points out how the same patterns can be found in several areas of French life: education, industrial relations, politics, business, and the colonial policy. Bureaucracy, Crozier concludes, is not a modern disease resulting from organizational progress but rather a bulwark against development. The breakdown of the traditional bureaucratic system in modern France offers hope for new and fruitful forms of action.
Monograph on theories of bureaucracy and business organization in relation to workers participation in decision making - reviews concepts of bureaucracy put forth in Marxism and by weber and michels as well as administration theory encompassing the perspectives of rationalism, systems, mechanistic and organic structure, and examines aspects of political participation, workers representation, workers self management in Yugoslavia and egalitarian democracy. Bibliography pp. 231 to 236 and flow charts.
Although everyone agrees on the need to make government work better, few understand public bureaucracy sufficiently well to offer useful suggestions, either theoretical or practical. In fact, some consider bureaucratic efficiency incompatible with democratic government. Douglas Yates places the often competing aims of efficiency and democracy in historical perspective and then presents a unique and systematic theory of the politics of bureaucracy, which he illustrates with examples from recent history and from empirical research. He argues that the United States operates under a system of "bureaucratic democracy," in which governmental decisions increasingly are made in bureaucratic settings, out of the public eye. He describes the rational, selfinterested bureaucrat as a "minimaxer," who inches forward inconspicuously, gradually accumulating larger budgets and greater power, in an atmosphere of segmented pluralism, of conflict and competition, of silent politics. To make the policy process more competitive, democratic, and open, Yates calls for strategic debate among policymakers and bureaucrats and insists that bureaucrats should give a public accounting of their significant decisions rather than bury them in incremental changes. He offers concrete proposals, applicable to federal, state, and local governments, for simplifying the now-chaotic bureaucratic policymaking system and at the same time bolstering representation and openness. This is a book for all political scientists, policymakers, government officials, and concerned citizens. It may well become a classic statement on the workings of public bureaucracy.
Jennifer Nedelsky claims that we must rethink our notion of autonomy, rejecting the usual vocabulary of control, boundaries and individual rights. If we understand that we are fundamentally in relation to others, she argues, we will recognize that we become autonomous with others.
Contemporary scholarship and classic essays focus on the continuing crises in bureaucratic organizations and managerial authority. Rethinking and innovation in private, public, and nonprofit organizations emerge from case studies on schools, multicultural and feminist organizations, private corporations, environmental planning and regulation, alternative services, and attempts to "reinvent government." Author note: Frank Fischer teaches Political Science and Public Administration at Rutgers University and has published several books, including Technocracy and the Politics of Expertise and The Argumentative Turn in PolicyAnalysis and Planning.Carmen Sirianni teaches Sociology at Brandeis University and is co-editor of the Labor and Social Change series at Temple University Press. His books include Worker Participation and the Politics of Reform (Temple) and Working Time in Transition (Temple).