An updated edition of the classic text on public administration presents practical steps for managing government effectively in an age of hyperpartisanship. Co-winner of the Louis Brownlow Book Award from the National Academy of Public Administration The traditional theory of public administration is based on entrenched notions of hierarchy and authority. However, as the structure of public work has grown less hierarchical, managers have adopted a wide variety of non-authoritarian strategies. This growing gap between theoretical ideas and actual practice poses enormous challenges for front-line leaders struggling to deal with ever-larger expectations and ever-tighter budgets—and for American government in determining how best to hold public administrators accountable for their performance. The Transformation of Governance offers a new framework for reconciling effective administration with the requirements of democratic government. Instead of thinking in terms of organizational structure and management, Donald F. Kettl suggests, administrators and theorists need to focus on governance, or the links between government and its broader environment—political, social, and administrative—through which social action occurs. In this updated edition, a new epilogue shows Kettl urging political leaders to step back from the political barricades of hyperpartisanship to consider government’s contemporary dilemma: Is there any practical way forward for public administrators to manage government effectively? Reinforcing the ten principles of bridge building which he developed in the original book, Kettl adds an eleventh, which lays out five transformative strategies: redefining public law to promote public accountability; re-conceptualizing government agencies as instruments of leverage; launching government leaders as boundary spanners; using information technology for building authority and trust; and incorporating performance management into processes that drive collaboration. With a new preface from Michael Nelson, editor of the Interpreting American Politics series, this award-winning book will be sought out by public policymakers eager to read a leading scholar's newest insights into the field.

This global encyclopedic work serves as a comprehensive collection of global scholarship regarding the vast fields of public administration, public policy, governance, and management. Written and edited by leading international scholars and practitioners, this exhaustive resource covers all areas of the above fields and their numerous subfields of study. In keeping with the multidisciplinary spirit of these fields and subfields, the entries make use of various theoretical, empirical, analytical, practical, and methodological bases of knowledge. Expanded and updated, the second edition includes over a thousand of new entries representing the most current research in public administration, public policy, governance, nonprofit and nongovernmental organizations, and management covering such important sub-areas as: 1. organization theory, behavior, change and development; 2. administrative theory and practice; 3. Bureaucracy; 4. public budgeting and financial management; 5. public economy and public management 6. public personnel administration and labor-management relations; 7. crisis and emergency management; 8. institutional theory and public administration; 9. law and regulations; 10. ethics and accountability; 11. public governance and private governance; 12. Nonprofit management and nongovernmental organizations; 13. Social, health, and environmental policy areas; 14. pandemic and crisis management; 15. administrative and governance reforms; 16. comparative public administration and governance; 17. globalization and international issues; 18. performance management; 19. geographical areas of the world with country-focused entries like Japan, China, Latin America, Europe, Asia, Africa, the Middle East, Russia and Eastern Europe, North America; and 20. a lot more. Relevant to professionals, experts, scholars, general readers, researchers, policy makers and manger, and students worldwide, this work will serve as the most viable global reference source for those looking for an introduction and advance knowledge to the field.

Fiscal cutbacks, the public's declining confidence in government, and new ideologies are forcing the public sector in industrialized democracies to undertake major reforms. In these essays contributing authors examine changes to the political and economic envirnoment and the ways in which governments have responded. The essays attempt to explain what is happening in government in the late 20th century and suggest changes that can be expected in the future.

The past two decades have been marked by a period of substantial and often fundamental change in public administration. Critically reflecting on the utility of scholarly theory and the extent to which government practices inform the development of this theory, the Handbook of Public Administration was a landmark publication which served as an essential guide for both the practice of public administration today and its on-going development as an academic discipline. The Concise Paperback Edition provides a selection of 30 of the original articles in an accessible paperback format and includes a new introduction by B. Guy Peters and Jon Pierre. It is an essential point of reference for all students of public administration.

Change is sweeping the globe, and at the government level, operational changes are prompting many public administrators to develop new management styles and ways of delivering services to their citizens. In the process, they are changing the face of government. The New Face of Government: How Public Managers are Forging a New Approach to Governance explores how national leaders are changing the art and practice of government and how public managers are shaping and guiding government’s response to the transformation. Includes a Field-Tested Survey for Diagnosing Institutional Disequilibrium Focusing on change at the federal, state, and local levels, this book addresses policy dimensions such as: Strategic and knowledge management Enterprise architecture Information and communications technology Organizational performance assessment Technological and organizational improvement It evaluates how these areas enable agencies from the public and private sectors to become more cost-effective, performance-oriented learning organizations. Not all the ambiguities in policy making and administration have been resolved. However, there is much hope for the future of government and governance. The successes and failures included in The New Face of Government: How Public Managers are Forging a New Approach to Governance illustrate this promise and provide guideposts for public managers who find themselves faced with similar problems and new challenges. About the Author: David E. McNabb teaches a variety of public and private administration and management courses both in the U.S. and abroad, including college and university programs in Latvia, Bulgaria, Germany, the United Kingdom, Italy, France, and Belgium. He is the author of nearly 80 peer-reviewed conference papers and articles. This is his seventh book.

The challenges faced by the public sector are many and varied. Civil services at the forefront of tackling pressing problems in a whole range of areas from climate change to income inequality are being allocated less money to do so. This collection explores how public sectors have adapted to address the demands placed on them in the 21st Century.

Numerous administrative reforms during the past several decades, referred to as the "New Public Management," have altered government in a number of fundamental ways. These changes have, in turn, produced the need for even greater change if the public sector is to be capable of governing efficiently and responsibly. The challenges now facing government are numerous, including the need to recruit capable and committed young public servants, adapt to new information technology, manage changing intergovernmental relations, and, perhaps most important, hold the reformed administrative structures accountable to both political demands and legal standards. Some countries have already initiated new rounds of reform while others are still attempting to understand and absorb the consequences of changes motivated by new public management ideas. In Governance in the twenty-first century international experts recognise both the difficulty of making predictions and the need to consider the future in order to prepare the public sector for new challenges. The authors' predictions and recommendations are anchored in a thorough understanding of contemporary public administration. They point out that not only have previous reforms made yet more change necessary and inevitable but that the purpose of these reforms is to attempt to return government to the position of respect and competence it enjoyed in the past. B. Guy Peters is Maurice Falk Professor of American Government, Department of Political Science, University of Pittsburgh. Donald J. Savoie holds the Clément-Cormier Chair in Economic Development at the Université de Moncton, where he also teaches public administration.

Bureaucrats are important symbols of the governments that employ them. Contrary to popular stereotypes, they determine much about the way policy is ultimately enacted and experienced by citizens. While we know a great deal about bureaucrats and their actions, we know little about their development. Are particular types of people drawn to government work, or are government workers forged by the agencies they work in? Put simply, are bureaucrats born, or are they made? In Becoming Bureaucrats, Zachary W. Oberfield traces the paths of two sets of public servants—police officers and welfare caseworkers—from their first day on the job through the end of their second year. Examining original data derived from surveys and in-depth interviews, along with ethnographic observations from the author's year of training and work as a welfare caseworker, Becoming Bureaucrats charts how public-sector entrants develop their bureaucratic identities, motivations, and attitudes. Ranging from individual stories to population-wide statistical analysis, Oberfield's study complicates the long-standing cliché that bureaucracies churn out bureaucrats with mechanical efficiency. He demonstrates that entrants' bureaucratic personalities evolved but remained strongly tied to the views, identities, and motives that they articulated at the outset of their service. As such, he argues that who bureaucrats become and, as a result, how bureaucracies function, depends strongly on patterns of self-selection and recruitment. Becoming Bureaucrats not only enriches our theoretical understanding of bureaucratic behavior but also provides practical advice to elected officials and public managers on building responsive, accountable workforces.

Written by scholars who have been at the forefront of the NPG debate as well as by scholar-practitioners, this book provides lessons learned from experience on how networked, contract-based and partnership-centered approaches to government can be undertaken in ways that preserve the values at the center of the American constitutional and political system.