Download Free Thickening Government Book in PDF and EPUB Free Download. You can read online Thickening Government and write the review.

Government is under enormous pressure to change. Call it reinventing, reengineering, or plain old change, but the mandate remains the same: produce more with less, and satisfy the customer while doing it. Yet, successful reform must involve more than exhortation and slogans. Paul Light argues that a failure to pay attention to the thickening of government over the past half century may doom any reinventing effort. The federal government has never had so many leaders. There are more layers of management between the top and bottom of government, with more administrative units and occupants at each layer. Bill Clinton is further from the frontlines of government than any president in American history. If the past decades are any indication, he will exit a presidency that is even thicker. Light presents a revealing look at how thick the bureaucracy really is, how and why thickening occurs, what difference it might make, and what can be done to both reverse the process and keep the thickening from growing back. Light shows how the management layers between the top and bottom of government—between air traffic controllers and the Secretary of Transportation, food inspectors and the Secretary of Agriculture, and so on—have steadily increased. In 1960, for example, John F. Kennedy's senior-most appointments came in four layers: secretary, under secretary, assistant secretary, and deputy assistant secretary. By 1992, the number of layers had tripled. In the meantime, the number of occupants at each layer grew geometrically; the number of assistant secretaries jumped from 81 to 212. A government of managers means the president has very little direct access or control over what happens far below, a basic problem of accountability. Information gets distorted on the way up, and guidance gets lost on the way down. Thickening often creates so many bureaucratic baffles that no one can be held accountable for any decision; mid-level workers may have so many bosses that they effectively have none. Light concludes that practically nothing by way of quality management, service-government, or employee involvement can work with these towering government agencies. But practically nothing will fail if a radical "down- layering" is undertaken now.
The federal government is having increasing difficulty faithfully executing the laws, which is what Alexander Hamilton called “the true test” of a good government. This book diagnoses the symptoms, explains their general causes, and proposes ways to improve the effectiveness of the federal government. Employing Hamilton’s seven measures of an energetic federal service, Paul Light shows how the government is wanting in each measure. After assessing the federal report card, Light offers a comprehensive agenda for reform, including new laws limiting the number of political appointees, reducing the layers of government management, reducing the size of government as its baby-boom employees retire, revitalizing the federal career, and reducing the heavy outsourcing of federal work. Although there are many ways to fix each of the seven problems with government, only a comprehensive agenda will bring the kind of reform needed to reverse the overall erosion of the capacity to faithfully execute all the laws.
In this book-- the first that attempts to establish firm estimates of the shadow work force-- Paul C. Light explores the reasons why the official size of the federal government has remained so small while the shadow of government has grown so large.
Beginning in the late 1950s and continuing through the 1970s, the United States experienced a vast expansion in national policy making. During this period, the federal government extended its scope into policy arenas previously left to civil society or state and local governments. With The Great Broadening, Bryan D. Jones, Sean M. Theriault, and Michelle Whyman examine in detail the causes, internal dynamics, and consequences of this extended burst of activity. They argue that the broadening of government responsibilities into new policy areas such as health care, civil rights, and gender issues and the increasing depth of existing government programs explain many of the changes in America politics since the 1970s. Increasing government attention to particular issues was motivated by activist groups. In turn, the beneficiaries of the government policies that resulted became supporters of the government’s activity, leading to the broad acceptance of its role. This broadening and deepening of government, however, produced a reaction as groups critical of its activities organized to resist and roll back its growth.
"From healthcare to workplace conduct, the federal government is taking on ever more responsibility for managing our lives. At the same time, Americans have never been more disaffected with Washington, seeing it as an intrusive, incompetent, wasteful giant. The most alarming consequence of ineffective policies, in addition to unrealized social goals, is the growing threat to the government's democratic legitimacy. Understanding why government fails so often--and how it might become more effective--is an urgent responsibility of citizenship. In this book, lawyer and political scientist Peter Schuck provides a wide range of examples and an enormous body of evidence to explain why so many domestic policies go awry--and how to right the foundering ship of state.Schuck argues that Washington's failures are due not to episodic problems or partisan bickering, but rather to deep structural flaws that undermine every administration, Democratic and Republican. These recurrent weaknesses include unrealistic goals, perverse incentives, poor and distorted information, systemic irrationality, rigidity and lack of credibility, a mediocre bureaucracy, powerful and inescapable markets, and the inherent limits of law. To counteract each of these problems, Schuck proposes numerous achievable reforms, from avoiding moral hazard in student loan, mortgage, and other subsidy programs, to empowering consumers of public services, simplifying programs and testing them for cost-effectiveness, and increasing the use of "big data." The book also examines successful policies--including the G.I. Bill, the Voting Rights Act, the Earned Income Tax Credit, and airline deregulation--to highlight the factors that made them work.An urgent call for reform, Why Government Fails So Often is essential reading for anyone curious about why government is in such disrepute and how it can do better"--
With rare exceptions, few large institutions change bosses every two or three years. Yet the U.S. Government has temps on top. American government has 3,000 presidential political appointees and thousands more state and local political appointees, who refer to their in-and-out bosses as 'Christmas help.' Beyond a Government of Strangers is the first book to focus on the men and women who stick around, on the career executives and their own roles in the executive branch. Robert Maranto provides pithy, sage advice on how career bureaucrats can improve tenuous relationships and overcome conflicts with political appointees, especially during presidential transitions, for more effective government from the top down.
A wickedly satirical and outrageous thriller about globalization and marketing hype, Jennifer Government is the best novel in the world ever. "Funny and clever.... A kind of ad-world version of Dr. Strangelove.... [Barry] unleashes enough wit and surprise to make his story a total blast." --The New York Times Book Review "Wicked and wonderful.... [It] does just about everything right.... Fast-moving, funny, involving." --The Washington Post Book World Taxation has been abolished, the government has been privatized, and employees take the surname of the company they work for. It's a brave new corporate world, but you don't want to be caught without a platinum credit card--as lowly Merchandising Officer Hack Nike is about to find out. Trapped into building street cred for a new line of $2500 sneakers by shooting customers, Hack attracts the barcode-tattooed eye of the legendary Jennifer Government. A stressed-out single mom, corporate watchdog, and government agent who has to rustle up funding before she's allowed to fight crime, Jennifer Government is holding a closing down sale--and everything must go.
The federal government is having increasing difficulty faithfully executing the laws, which is what Alexander Hamilton called “the true test” of a good government. This book diagnoses the symptoms, explains their general causes, and proposes ways to improve the effectiveness of the federal government. Employing Hamilton’s seven measures of an energetic federal service, Paul Light shows how the government is wanting in each measure. After assessing the federal report card, Light offers a comprehensive agenda for reform, including new laws limiting the number of political appointees, reducing the layers of government management, reducing the size of government as its Baby Boom employees retire, revitalizing the federal career, and reducing the heavy outsourcing of federal work. Although there are many ways to fix each of the seven problems with government, only a comprehensive agenda will bring the kind of reform needed to reverse the overall erosion of the capacity to faithfully execute all the laws.
How does the government decide what’s a problem and what isn’t? And what are the consequences of that process? Like individuals, Congress is subject to the “paradox of search.” If policy makers don’t look for problems, they won’t find those that need to be addressed. But if they carry out a thorough search, they will almost certainly find new problems—and with the definition of each new problem comes the possibility of creating a government program to address it. With The Politics of Attention, leading policy scholars Frank R. Baumgartner and Bryan D. Jones demonstrated the central role attention plays in how governments prioritize problems. Now, with The Politics of Information, they turn the focus to the problem-detection process itself, showing how the growth or contraction of government is closely related to how it searches for information and how, as an organization, it analyzes its findings. Better search processes that incorporate more diverse viewpoints lead to more intensive policymaking activity. Similarly, limiting search processes leads to declines in policy making. At the same time, the authors find little evidence that the factors usually thought to be responsible for government expansion—partisan control, changes in presidential leadership, and shifts in public opinion—can be systematically related to the patterns they observe. Drawing on data tracing the course of American public policy since World War II, Baumgartner and Jones once again deepen our understanding of the dynamics of American policy making.