"Effective and impartial public administration is the foundation of state legitimacy. This was understood 4,500 years ago when Urukagina, the ruler of a small country in Mesopotamia, proclaimed the first known reform of public service. The quality of public administration will be even more important in the 21st century. Successful states will be those that recognise public service as a key determinant of national competitive advantage. That realisation will generate a radical change in the image of the civil servant -- from dull, uninspired public official to passionate advocate of the common good. This transformation will be the product of the complex challenges arising from the interweaving of globalisation with the '4th Industrial Revolution.' These and related developments are forcing governments around the world to search for public service that can respond to the unprecedented range of opportunities and threats emerging from a rapidly evolving international context. In an increasingly frenetic world ruled by 'Wicked Ostriches' and 'Black Elephants', governments require a civil service capable of achieving five outcomes: i) unlocking the creativity and collaborative spirit needed to solve complex problems; ii) overcoming the fallacy that the private sector is inherently more innovative and efficient than the public service; iii) developing societies that are perceived by their citizens as fair; iv) fostering the trust of citizens in their governments; and v) bolstering the legitimacy of the state. The author, who is Director of the United Nations Development Programme's Global Centre for Public Service Excellence in Singapore, suggests that these interconnected aims will result in a new phenomenon: the public recognition by political leaders and citizens that future prosperity, political stability, environmental sustainability and social cohesion are dependent on committed and creative civil servants passionate about promoting the long-term national interest."--Publisher's website.

Effective and impartial public administration is the foundation of state legitimacy. This was understood 4,500 years ago when Urukagina, the ruler of a small country in Mesopotamia, proclaimed the first known reform of public service. The quality of public administration will be even more important in the 21st century. Successful states will be those that recognise public service as a key determinant of national competitive advantage. That realisation will generate a radical change in the image of the civil servant — from dull, uninspired public official to passionate advocate of the common good.This transformation will be the product of the complex challenges arising from the interweaving of globalisation with the '4th Industrial Revolution.' These and related developments are forcing governments around the world to search for public service that can respond to the unprecedented range of opportunities and threats emerging from a rapidly evolving international context. In an increasingly frenetic world ruled by 'Wicked Ostriches' and 'Black Elephants', governments require a civil service capable of achieving five outcomes: i) unlocking the creativity and collaborative spirit needed to solve complex problems; ii) overcoming the fallacy that the private sector is inherently more innovative and efficient than the public service; iii) developing societies that are perceived by their citizens as fair; iv) fostering the trust of citizens in their governments; and v) bolstering the legitimacy of the state.The author, who is Director of the United Nations Development Programme's Global Centre for Public Service Excellence in Singapore, suggests that these interconnected aims will result in a new phenomenon: the public recognition by political leaders and citizens that future prosperity, political stability, environmental sustainability and social cohesion are dependent on committed and creative civil servants passionate about promoting the long-term national interest.'I shall pass through this world but once. Any good therefore that I can do or any kindness that I can show to any human being, let me do it now. Let me not defer or neglect it, for I shall not pass this way again.'Mahatma Gandhi

This book argues that there is nothing inherently stable, persistent or enduring about institutions. By examining the various issues facing the Malaysian bureaucracy and adopting an institutional analysis, this book brings the point that institutions are disposed to change because they are fraught with tension due to the quality of institutions. Using various examples, it explains that such tension and change dynamics can come from institutional resources, the manner in which resources are distributed to different actors, the varying power configurations among institutional actors and the larger political, economic and social environment that institutions operate in.Accordingly, in examining the various concerns of the Malaysian bureaucracy, this book highlights the typologies of institutional change and the inherent tension over resources that exist among actors that makes reform attempts, at times, potentially problematic but not impossible. New concerns in public policy and governance that are yet to be discussed widely in the Malaysian public administration literature are raised, including issues on collaborative governance, public service motivation and representative bureaucracy.

There has been a major revival of interest in State Capitalism: what it is, where it is found, and why it is seemingly becoming more ubiquitous. As a concept, it has evolved from radical critiques of the Soviet Union, to being deployed by neo-liberals to describe market reforms deemed imperfect, to settle into a middle ground, as a pragmatic way to describe the state assuming a role as an active economic agent, in addition to its regulatory, social, and security functions. The latter is the central focus of this book, although due attention is accorded to the origins of state capitalism and how it has changed over the years, as well as contemporary ways in which state capitalism may be theorized. This economic agency may assume direct forms, for example, via state owned enterprises. However, it may also be indirect, for example, actively serving private interests through promoting insider firms, who may occupy monopolistic market positions and perform outsourced state functions. In turn, this leads to raising salient governance questions. The latter may encompass agency tensions between public ownership, and political or even private interest control; it may also include issues of transparency and monitoring. Although state capitalism has often been depicted as the preserve of states in the global south, be they developmental or predatory, many forms of state capitalism are visible in mature economies, be they liberal or coordinated, and this is not always associated with superior governance arrangements; indeed, this is an area where clear and easy divisions between the "developing" or "emerging" world and the "developed" or "mature" world may increasingly be breaking down. This volume brings together the accounts of leading experts from around the world; it is explicitly multi-disciplinary, and both consolidates the existing knowledge base, and provides new, novel, and counter-intuitive insights.

The IOS Annual volume 23: “Drought Will Drive You Even Toward Your Foe” brings forth cutting-edge studies devoted to a wide array fields and disciplines of the Middle East, from the beginning of civilization to modern times.

Why are carefully designed, sensible policies too often not adopted or implemented? When they are, why do they often fail to generate development outcomes such as security, growth, and equity? And why do some bad policies endure? World Development Report 2017: Governance and the Law addresses these fundamental questions, which are at the heart of development. Policy making and policy implementation do not occur in a vacuum. Rather, they take place in complex political and social settings, in which individuals and groups with unequal power interact within changing rules as they pursue conflicting interests. The process of these interactions is what this Report calls governance, and the space in which these interactions take place, the policy arena. The capacity of actors to commit and their willingness to cooperate and coordinate to achieve socially desirable goals are what matter for effectiveness. However, who bargains, who is excluded, and what barriers block entry to the policy arena determine the selection and implementation of policies and, consequently, their impact on development outcomes. Exclusion, capture, and clientelism are manifestations of power asymmetries that lead to failures to achieve security, growth, and equity. The distribution of power in society is partly determined by history. Yet, there is room for positive change. This Report reveals that governance can mitigate, even overcome, power asymmetries to bring about more effective policy interventions that achieve sustainable improvements in security, growth, and equity. This happens by shifting the incentives of those with power, reshaping their preferences in favor of good outcomes, and taking into account the interests of previously excluded participants. These changes can come about through bargains among elites and greater citizen engagement, as well as by international actors supporting rules that strengthen coalitions for reform.

Thomas Piketty's book Capital in the Twenty-First Century has enjoyed great success and provides a new theory about wealth and inequality. However, there have been major criticisms of his work. Anti-Piketty: Capital for the 21st Century collects key criticisms from 20 specialists—economists, historians, and tax experts—who provide rigorous arguments against Piketty's work while examining the notions of inequality, growth, wealth, and capital.

This open access book presents a comparative study on how large-scale professional development programs for teachers are designed and implemented. Around the world, governments and educators are recognizing the need to educate students in a broad range of higher order cognitive skills and socio-emotional competencies, and providing effective opportunities for teachers to develop the expertise needed to teach these skills is a crucial aspect of effective implementation of curricula which include those goals. This study examines how large-scale efforts to empower teachers for deeper instruction have been designed, how they have been implemented, and their outcomes. To do so, it investigates six programs from England, Colombia, Mexico, India, and the United States. Though all six are intended to broaden and deepen students’ curricular aspirations, each takes this expansion of curricular goals in a different direction. The ambitious education reforms studied here explicitly focus on building teachers’ capacity to teach on a broader set of goals. Through a discerning analysis of program documents, evaluations, and interviews with senior leaders and participants in the programs, the book identifies the various theories of action used in these programs, examines how they were implemented, and discusses what they achieved. As such, it offers an indispensable resource for education leaders interested in designing and implementing professional development programs for teachers that are aligned with ambitious instructional goals.

England's school system performs below its potential and can improve significantly. This white paper outlines action designed to: tackle the weaknesses in the system; strengthen the status of teachers and teaching; reinforce the standards set by the curriculum and qualifications; give schools back the freedom to determine their own development; make schools more accountable to parents, and help them to learn more quickly and systematically from good practice elsewhere; narrow the gap in attainment between rich and poor. The quality of teachers and teaching is the most important factor in determining how well children do. The Government will continue to raise the quality of new entrants to the profession, reform initial teacher training, develop a network of "teaching schools" to lead training and development, and reduce the bureaucratic burden on schools. Teachers will be given more powers to control bad behaviour. The National Curriculum will be reviewed, specifying a tighter model of knowledge of core subjects so that the Curriculum becomes a benchmark against which school can be judged. Schools will be given more freedom and autonomy, the Academies programme extended and parents will be able to set up "Free Schools" to meet parent demand. Accountability for pupil performance is critical, and much more information will be available to aid understanding of a school's performance. School improvement will be the responsibility of schools, not central government. Funding of schools needs to be fairer and more transparent, and there will be a Pupil Premium to target resources on the most deprived pupils.

Does leadership affect economic growth and development? Is leadership an exogenous determinant or an endogenous outcome of growth and development processes? Can we differentiate between the two? Do leaders decisions and actions vary in importance over various stages in the process, at least in successful cases? How important is choosing the right economic model? To what extent does leadership affect the explicit or implicit time horizons of policy choices? Is leadership an important determinant of inclusiveness in growth? In what ways do leaders build consensus or institutions to allow time for the economic plan to work? What challenges does economic success generate? How do successful leaders adapt to new problems such as income inequality and a rising middle class? Does the creation of new institutions play any role in solving these problems? Why do leaders often choose second best political economic compromises in economic development? This book has been prepared for the Commission on Growth and Development to evaluate the state of knowledge on the relationship between leadership and economic growth. It does not pretend to provide all the answers, but does review the evidence, identify insights and offers examples of leaders making decisions and acting in ways that enhance economic growth. It examines a variety of topics including leaders roles in: promoting national unity, building good solid institutions, choosing innovative and localized policies, and creating political consensus for long run policy implementation. Written by prominent academics and actual policy makers, Leadership and Growth seeks to create a better understanding of the role of leadership in growth and to encourage further studies of the role of leadership in economic growth.