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Reconnecting with the sources of decisions that affect us, and with the processes of democracy itself, is at the heart of 21st-century sustainable communities. Slow Democracy chronicles the ways in which ordinary people have mobilized to find local solutions to local problems. It invites us to bring the advantages of "slow" to our community decision making. Just as slow food encourages chefs and eaters to become more intimately involved with the production of local food, slow democracy encourages us to govern ourselves locally with processes that are inclusive, deliberative, and citizen powered. Susan Clark and Woden Teachout outline the qualities of real, local decision making and show us the range of ways that communities are breathing new life into participatory democracy around the country. We meet residents who seize back control of their municipal water systems from global corporations, parents who find unique solutions to seemingly divisive school-redistricting issues, and a host of other citizens across the nation who have designed local decision-making systems to solve the problems unique to their area in ways that work best for their communities. Though rooted in the direct participation that defined our nation's early days, slow democracy is not a romantic vision for reigniting the ways of old. Rather, the strategies outlined here are uniquely suited to 21st-century technologies and culture.If our future holds an increased focus on local food, local energy, and local economy, then surely we will need to improve our skills at local governance as well.
Commercial and academic communities use private rules to regulate everything from labor conditions to biological weapons. This self-governance is vital in the twenty-first century, where private science and technology networks cross so many borders that traditional regulation and treaty solutions are often impractical. Self-Governance in Science analyzes the history of private regulation, identifies the specific market factors that make private standards stable and enforceable, explains what governments can do to encourage responsible self-regulation, and asks when private power might be legitimate. Unlike previous books which stress sociology or political science perspectives, Maurer emphasizes the economic roots of private power to deliver a coherent and comprehensive account of recent scholarship. Individual chapters present a detailed history of past self-government initiatives, describe the economics and politics of private power, and extract detailed lessons for law, legitimacy theory, and public policy.
The authors propose a new theory of political behavior that re-invigorates the role of institutions—from laws and bureaucracy to rituals and symbols—as essential to understanding the modern political and economic systems that guide contemporary life.
When well-designed institutions function properly, people thrive. Few institutions have been more ingeniously designed than the U.S. federal government via the Constitution in 1787. This auspicious beginning more than two centuries ago helps explain why the U.S. remains a magnet for opportunity seekers, students, entrepreneurs, dissidents, and persecuted believers. Yet for decades now, America’s federal government has been underperforming. Social Security and Medicare face looming insolvency. The federal government’s “war on poverty” has failed to “end poverty” and arguably made it worse. In 2012, the United States Postal Service lost more money than the nation spent on the State Department, and Amtrak has lost money every year since being created in 1971. How can an enduring institution, so thoughtfully crafted, now produce such poor results? The federal government has grown so much because it serves a new and different vision, American Progressivism. American Progressives believed that democratically elected, public-minded federal politicians and employees could use federal programs to solve the nation’s greatest problems in a way no other American institution could. This idea justified the federal government’s massive expansion: today, the federal government runs over 1,500 programs and employs over 5% of the U.S. workforce. Yet federal results do not match Progressive expectations. Three key problems – “windfall politics”, “the government surcharge”, and “complexity failure” – overlooked by American Progressives explain the federal government’s consistent failures. American Progressive’s rosy-eyed view of human nature and political institutions have not been borne out by the evidence. In an era of substantial political fermentation and debate, rediscovering and re-applying American Republicanism represents the best path forward for the United States. The federal government should retain many necessary responsibilities but turn over those where it has failed – for social welfare, federally provided services, and retirement savings among others – to the country’s state governments, civil society, and individual citizens respectively.
Illuminated by numerous examples and anecdotes, Self-Governance in Communities and Families provides tips for shared learning and accountability, ownership and governance, and the creation of a culture of self-governance."--BOOK JACKET.
Over the past years, we have heard and read plenty about how executives should behave more responsibly in the light of corporate governance. Despite all these efforts, many implementations of corporate governance provide no protection from potentially catastrophic ethical failures. This book emphasizes the introduction of a new corporate governance blueprint for addressing these concerns in a more authentic, organic and holistic way. It is a roadmap toward a high-performance ethical culture. By way of this innovative system, Dr. Hubert Rampersad and Saleh Hussain, MBA, are launching a revolutionary concept that actively has human capital embedded in corporate governance in a manner that creates a stable basis for the personnel’s trustworthiness, integrity, and engagement and ethical corporate excellence. Featuring numerous case examples and practical tools and exercises, this book will help the reader learn to: Develop, implement, and cultivate authentic personal governance and corporate governance effectively Create conditions for sustainable corporate governance Increase their personal effectiveness Develop their personal integrity effectively and become a better human being Develop ethical personal leadership Develop a highly engaged workforce, based on high ethical standards Create a high-performance culture and enhance the competitiveness of their organization Create conditions for an organizational climate marked by self-guidance, creativity, passion, and ethical behavior Develop a culture in which personal integrity and business ethics is a way of life
Decision-making is at the heart of governing and governance, and is a more challenging task compared to just a few decades ago as a result of increasing social complexity and globalization. In this book, B. Guy Peters and Jon Pierre propose a new framework for the comparative analysis of governance, arguing that government remains a central actor in governance. By articulating the functionalist dimension of governance they show how goal setting, resource mobilization, decision-making, implementation and feedback can be performed by a combination of different types of actors. Even so, effective governance requires a leading role for government. The framework is also applied to a taxonomy of governance arrangements and national styles of governing. Comparative Governance advances our knowledge about governance failure and how forms of governance may change. It also significantly strengthens the theory of governance, showing how governance can be studied conceptually as well as empirically.