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The History of the United States Civil Service: From the Postwar Years to the Twenty-First Century provides a broad, comprehensive overview of the US civil service in the postwar period and examines the reforms and changes throughout that time. The author situates the history of the civil service into a wider context, considering political, social and cultural changes that occurred and have been influential in the history of American government. The book analyzes the development of administrative reorganizations, administrative reforms, personnel policy and political thought on public administration. It also underlines continuity and changes in the structures, organization, and personnel management of the federal civil service, and the evolution of the role of presidential control over federal bureaucracy. Taking an essential, but often neglected organization as its focus, the text offers a rich, historical analysis of an important institution in American politics. This book will be of interest to teachers and students of American political history and the history of government, as well as more specifically, the Presidency, Public Administration, and Administrative Law.
The Plum Book is published by the Senate Committee on Homeland Security and Governmental Affairs and House Committee on Oversight and Reform alternately after each Presidential election. The Plum Book is used to identify Presidential appointed and other positions within the Federal Government. The publication lists over 9,000 Federal civil service leadership and support positions in the legislative and executive branches of the Federal Government that may be subject to noncompetitive appointment. The duties of many such positions may involve advocacy of Administration policies and programs and the incumbents usually have a close and confidential working relationship with the agency head or other key officials. The Plum Book was first published in 1952 during the Eisenhower administration. When President Eisenhower took office, the Republican Party requested a list of government positions that President Eisenhower could fill. The next edition of the Plum Book appeared in 1960 and has since been published every four years, just after the Presidential election.
Black & white print. American Government 3e aligns with the topics and objectives of many government courses. Faculty involved in the project have endeavored to make government workings, issues, debates, and impacts meaningful and memorable to students while maintaining the conceptual coverage and rigor inherent in the subject. With this objective in mind, the content of this textbook has been developed and arranged to provide a logical progression from the fundamental principles of institutional design at the founding, to avenues of political participation, to thorough coverage of the political structures that constitute American government. The book builds upon what students have already learned and emphasizes connections between topics as well as between theory and applications. The goal of each section is to enable students not just to recognize concepts, but to work with them in ways that will be useful in later courses, future careers, and as engaged citizens. In order to help students understand the ways that government, society, and individuals interconnect, the revision includes more examples and details regarding the lived experiences of diverse groups and communities within the United States. The authors and reviewers sought to strike a balance between confronting the negative and harmful elements of American government, history, and current events, while demonstrating progress in overcoming them. In doing so, the approach seeks to provide instructors with ample opportunities to open discussions, extend and update concepts, and drive deeper engagement.
This book addresses a seemingly simple question: Just how many people really work for the federal government? Official counts show a relatively small total of 1.9 million full-time civil servants, as of 1996. But, according to Paul Light, the true head count is nearly nine times higher than the official numbers, with about 17 million people actually providing the government with goods and services. Most are part of what Light calls the "shadow of government"—nonfederal employees working under federal contracts, grants, and mandates to state and local governments. In this book--the first that attempts to establish firm estimates of the shadow work force-- he explores the reasons why the official size of the federal government has remained so small while the shadow of government has grown so large. Light examines the political incentives that make the illusion of a small government so attractive, analyzes the tools used by officials to keep the official headcount small, and reveals how the appearance of smallness affects the management of government and the future of the public service. Finally, he points out ways the federal government can better manage the shadow work force it has built over the past half-century.
The authors of this book contend that the civil service system, which was devised to create a uniform process for recruiting high-quality workers to government, is no longer uniform or a system. Nor does it help government find and retain the workers it needs to build a government that works. The current civil service system was designed for a government in which federal agencies directly delivered most public services. But over the last generation, privatization and devolution have increased the number and importance of government's partnerships with private companies, nonprofit organizations, and state and local governments. Government workers today spend much of their time managing these partnerships, not delivering services, and this trend will only accelerate in the future. The authors contend that the current system poorly develops government workers who can effectively manage these partnerships, resulting too often in a gap between promise and performance. This short, lively, and bipartisan volume, authored by the nation's leading experts on government management, describes what the government of the future will look like, what it will need to work well, and how in particular the nation can build the next generation of workers required to lead it.
Traces the philosophy behind Woodrow Wilson's 1913 decision to institute de facto segregation in government employment, cutting short careers of Black civil servants who already had high-status jobs and closing those high-status jobs to new Black aspirants.