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Public administration has changed radically over the last 30 years in organizational forms, role perceptions, practice, and the relevant research questions. Skillfully mastered public administration makes a difference in resolving conflicts, providing predictability, ensuring rights, and coping with problems of inclusiveness. This festchrift provides necessary information about public administration theory and practice, adding critical value to theoretical and methodological knowledge. The book demonstrates how a transformed public administration in practice makes a difference. It shows - through examination from various angles - how previous understandings of public administration have become obsolete. These changes are analyzed with a specific focus on four major research themes: (1) post-modern public administration, (2) neo-institutionalism, (3) fragmented local governance, and (4) method and methodology. The future prospects of public administration seem most promising if administrators are able to create ongoing dialogue with many parties. The book includes intriguing cases from the US and several European countries in order to illustrate how the theoretical and methodological approaches work in practice.
Global developments over the past half-century have transformed public administration and brought it to maturity as an autonomous discipline at the intersection of many important fields of study. The trends and challenges which confront this discipline are analyzed in this festschrift, which honors Gerald E. Caiden and his numerous inputs to the field since his graduation in 1957. During five decades of research and teaching, Dr. Caiden's professional life has spread across four continents, contributing greatly to the development of scholars and professional practitioners throughout the world. Their advancement of our knowledge of the public sphere worldwide and support of enhanced practices, combined with Caiden's scholarship, continue to define vital aspects of contemporary public administration and its future prospects, both locally and globally. The administrative state, which peaked in the 1950s and 1960s, gave way to neoliberalism and the new public management during the 1980s and 1990s. Already this is changing, as new ideas and visions surface on the horizon. Likewise, priorities shifted, as this volume shows. Concerns with central planning, with control, command and direction, gave way to greater emphasis on decentralization, de-bureaucratization, and human resources development but also, lately, ethics and anti-corruption strategies. Due process, rule of law, defense against arbitrariness, and protection and promotion of human and citizens' rights have also re-emerged as fields of growing concern, precisely on account of government's visible deficit in these regards. We are constantly on the move, but whether our direction will lead to the 'garrison state' or to a democratic 'facilitative state', as one contributor argues, remains a central issue, which calls for exploration and debate. In paying Gerald Caiden the tribute he so richly deserves, this festschrift, put together by scholars from around the world, traces and accounts for developments and bring us up-to-date. It is a fifty-year perspective on a field in rapid change, a rich and varied compendium, which represents a valuable addition to the literature on public administration, a necessary tool for training and research, as well as a useful companion for students and practitioners of public service globally.
"This report analyses the nature of these reforms, their rationale and design as well as issues of implementation and evaluation"--Back cover.
In the debate over how best to manage public administration and welfare institutions, there exists a great tension between calls to control and calls to generate change. Public Management in Transition takes on this tension, providing an overview of important pathways for implementing innovation in public organization and, through it, the management of governments. Following an analysis of large-scale societal changes, chapters explore the effects these changes have on central public administrations, individual welfare institutions, the management of individuals themselves (both as employees and citizens), and finally how these effects might foment transformations of the form of the state. With text boxes highlighting examples, key concepts, and reflection points from the fields of education, health care, social work, ecology, foreign aid, and political science, Public Management in Transition will appeal to academics, practitioners, and students across a range of disciplines.
In this major new contribution to a rapidly expanding field, the authors offer an integrated analysis of the wave of management reforms which have swept through so many countries in the last twenty years. The reform trajectories of ten countries are compared, and key differences of approach discussed. Unlike some previous works, this volume affords balanced coverage to the 'New Public Management' (NPM) and the 'non-NPM' or 'reluctant NPM' countries, since it covers Australia, Canada, Finland, France, Germany, the Netherlands, New Zealand, Sweden, the UK and the USA. Unusually, it also includes a preliminary analysis of attempts to improve management within the European Commission.
Managing Development in a Global Context examines the complex relationship between management, development and globalization from a multidimensional perspective. Key authors in the field explore the historical record, the current global, characteristics of present developmental and managerial dilemmas, and possible future scenarios.
This textbook is the first to examine how new trends such as “radical innovation”, “co-creation” and “potentialization” challenge fundamental values in the public sector. The authors bridge traditional public management approaches that tend to exclude social and societal problems, with broader social theories apt to capture new dilemmas and challenges. The book shows how the effects of new forms of managerialism penetrate the state, local governments, welfare institutions as well as professional work and citizens’ rights. It facilitates a discussion about how basic values are put at stake with new reforms and managerial tools. The book is ideal for postgraduate students in the area of public policy and public management with an interest in managing and leading public administration units and welfare institutions.
Despite predictions that 'new public management' would establish itself as the new paradigm of Public Administration and Management, recent academic research has highlighted concerns about the intra-organizational focus and limitations of this approach. This book represents a comprehensive analysis of the state of the art of public management, examining and framing the debate in this important area. The New Public Governance? sets out to explore this emergent field of research and to present a framework with which to understand it. Divided into five parts, the book examines: Theoretical underpinnings of the concept of governance, especially competing perspectives from Europe and the US Governance of inter-organizational partnerships and contractual relationships Governance of policy networks Lessons learned and future directions Under the steely editorship of Stephen Osborne and with contributions from leading academics including Owen Hughes, John M. Bryson, Don Kettl, Guy Peters and Carsten Greve, this book will be of particular interest to researchers and students of public administration, public management, public policy and public services management.
This book provides an introduction to, and assessment of, the theories and principles of the new public management and compares and contrasts these with the traditional model of public administration.
Explores public sector reform from a strategic management perspective. The authors whose work is presented in this book examine seven strategies for public management reform. They address the need for and application of various strategies, and impediments to implementation of each strategy. Case analysis is used to derive findings and conclusions.