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First published in 1980, Street-Level Bureaucracy received critical acclaim for its insightful study of how public service workers, in effect, function as policy decision makers, as they wield their considerable discretion in the day-to-day implementation of public programs. Three decades later, the need to bolster the availability and effectiveness of healthcare, social services, education, and law enforcement is as urgent as ever. In this thirtieth anniversary expanded edition, Michael Lipsky revisits the territory he mapped out in the first edition to reflect on significant policy developments over the last several decades. Despite the difficulties of managing these front-line workers, he shows how street-level bureaucracies can be and regularly are brought into line with public purposes. Street-level bureaucrats—from teachers and police officers to social workers and legal-aid lawyers—interact directly with the public and so represent the frontlines of government policy. In Street-Level Bureaucracy, Lipsky argues that these relatively low-level public service employees labor under huge caseloads, ambiguous agency goals, and inadequate resources. When combined with substantial discretionary authority and the requirement to interpret policy on a case-by-case basis, the difference between government policy in theory and policy in practice can be substantial and troubling. The core dilemma of street-level bureaucrats is that they are supposed to help people or make decisions about them on the basis of individual cases, yet the structure of their jobs makes this impossible. Instead, they are forced to adopt practices such as rationing resources, screening applicants for qualities their organizations favor, "rubberstamping" applications, and routinizing client interactions by imposing the uniformities of mass processing on situations requiring human responsiveness. Occasionally, such strategies work out in favor of the client. But the cumulative effect of street-level decisions made on the basis of routines and simplifications about clients can reroute the intended direction of policy, undermining citizens' expectations of evenhanded treatment. This seminal, award-winning study tells a cautionary tale of how decisions made by overburdened workers translate into ad-hoc policy adaptations that impact peoples' lives and life opportunities. Lipsky maintains, however, that these problems are not insurmountable. Over the years, public managers have developed ways to bring street-level performance more in line with agency goals. This expanded edition of Street-Level Bureaucracy underscores that, despite its challenging nature, street-level work can be made to conform to higher expectations of public service.
Street-Level Bureaucracy is an insightful study of how public service workers, in effect, function as policy decision makers, as they wield their considerable discretion in the day-to-day implementation of public programs.
Government bureaucracy is something Americans have long loved to hate. Yet despite this general antipathy, some federal agencies have been wildly successful in cultivating the people’s favor. Take, for instance, the U.S. Forest Service and its still-popular Smokey Bear campaign. The agency early on gained a foothold in the public’s esteem when President Theodore Roosevelt championed its conservation policies and Forest Service press releases led to favorable coverage and further goodwill. Congress has rarely approved of such bureaucratic independence. In Congress vs. the Bureaucracy, political scientist Mordecai Lee—who has served as a legislative assistant on Capitol Hill and as a state senator—explores a century of congressional efforts to prevent government agencies from gaining support for their initiatives by communicating directly with the public. Through detailed case studies, Lee shows how federal agencies have used increasingly sophisticated publicity techniques to muster support for their activities—while Congress has passed laws to counter those PR efforts. The author first traces congressional resistance to Roosevelt’s campaigns to rally popular support for the Panama Canal project, then discusses the Forest Service, the War Department, the Census Bureau, and the Department of Agriculture. Lee’s analysis of more recent legislative bans on agency publicity in the George W. Bush administration reveals that political battles over PR persist to this day. Ultimately, despite Congress’s attempts to muzzle agency public relations, the bureaucracy usually wins. Opponents of agency PR have traditionally condemned it as propaganda, a sign of a mushrooming, self-serving bureaucracy, and a waste of taxpayer dollars. For government agencies, though, communication with the public is crucial to implementing their missions and surviving. In Congress vs. the Bureaucracy, Lee argues these conflicts are in fact healthy for America. They reflect a struggle for autonomy that shows our government’s system of checks and balances to be alive and working well.
The classic book on the way American government agencies work and how they can be made to work better -- the "masterwork" of political scientist James Q. Wilson (The Economist) In Bureaucracy, the distinguished scholar James Q. Wilson examines a wide range of bureaucracies, including the US Army, the FBI, the CIA, the FCC, and the Social Security Administration, providing the first comprehensive, in-depth analysis of what government agencies do, why they operate the way they do, and how they might become more responsible and effective. It is the essential guide to understanding how American government works.
DIVExamines who influences how federal, state, and local bureaucrats allocate their efforts /div
Whether on a patrol beat, in social service offices, or in public school classrooms, street-level workers continually confront rules in relation to their own beliefs about the people they encounter. Cops, Teachers, Counselors is the first major study of street-level bureaucracy to rely on storytelling. Steven Maynard-Moody and Michael Musheno collect the stories told by these workers in order to analyze the ways that they ascribe identities to the people they encounter and use these identities to account for their own decisions and actions. The authors show us how the world of street-level work is defined by the competing tensions of law abidance and cultural abidance in a unique study that finally allows cops, teachers, and counselors to voice their own views of their work. Steven Maynard-Moody is Director of the Policy Research Institute and Professor of Public Administration at the University of Kansas. Michael Musheno is Professor of Justice and Policy Studies at Lycoming College and Professor Emeritus of Justice Studies, Arizona State University.
Will some form of direct democracy supplant representative, deliberative government in the twenty-first century United States? That question is at the heart of Donald R. Wolfensberger's history of Congress and congressional reform, which runs back to the Constitution's creation of a popularly elected House of Representatives and forward to the surreal ending of the 105th Congress, featuring barrels of pork, resignation of the speaker, and impeachment of the president. The author's expertise comes from twenty-eight years as a staff member in the House, culminating in service as chief of staff of the powerful House Rules Committee. He was a top parliamentary expert and a principal Republican procedural strategist. Sensitive to the power of process, Wolfensberger is an authoritative guide to reform efforts of earlier eras. And as a participant in reforms since the 1960s, he offers a unique perspective on forging the "1970s sunshine coalition," televising House proceedings, debating term limits, and coping with democracy in an electronic age.
Organization Theory offers a clear and comprehensive introduction to the study of organizations and organizing processes. It encourages an even-handed appreciation of the main perspectives defining our knowledge of organizations and challenges readers to broaden their intellectual reach. Organization Theory is presented in three parts: Part I introduces the reader to theorizing using the multi-perspective approach. Part II presents different core concepts useful for analysing and understanding organizations - as entities within an environment, as social structures, technologies, cultures and physical structures, and as the products of power and political processes. Part III explores applications of organization theory to the practical matters of organizational design and change, and introduces the latest ideas, including organizational identity theory, process and practice theories, and aesthetics. An Online Resource Centre accompanies this text and includes: For students: Multiple Choice Questions For registered adopters: Lecturer's guide PowerPoint slides Figures and tables from the book
Street level discretion -- Three pathologies: the indifferent, the enforcer, and the caregiver -- A gymnastics of the self: coping with the everyday pressures of street-level work -- When the rules run out: informal taxonomies and peer-level accountability -- Impossible situations: on the breakdown of moral integrity at the frontlines of public service