Chapter 1: What is Public Administration?
Introduction
Who Public Administrators Are
A Day in the Life of Tomorrow's Public
Administrator: A Profile
Running a NonProfit Organization: A Profile
The Anatomy of America's Public and Nonprofit Sectors
What Public Administrators Do
Interpersonal Roles
Informational Roles
Decisional Roles
What Public Administrators Need to Know
The Setting
The Process
[Political Management
Program Management
Resources Management]
New Concerns
Linking Function
Global Environment of Public Administration
Unintended Consequences
Why Public Administration At All?
Externalities and Public Goods
Government failures?
How Public and Private Management Differ
Different Structures
Different Incentives
Different Settings
Different Purposes
Case 1.1: FBI
Case 1.2 Transportation Chief
PART 1: POLITICAL MANAGEMENT
Chapter 2: The Politics of Administration
Introduction
On the Folly of Separating Politics from Administration
The Case of A. J. Cervantes
The Case of Jimmy Carter
Politics and Administration: A Historical Perspective
Administration in the Field of Policy Determination
Formulation of Policy
Implementation of Policy
Administration in Force Field of Politics
The Legislative Connection
The Political Appointee Connection
The Client Connection
The Cognate Agency Connection
The Media and Other Forces
Political Competency
Resources
Costs
Strategies
Chapter 3: Interorganizational Relations
Introduction
Intergovernmental Relations (IGR)
Federalism and IGR Compared
The Evolution of the Intergovernmental System
Recent Trends
Outlook
Managerial Implications of IGR
Bargaining
Cooperative Management
Grantsmanship
Other Tools
Relations Between Public and Private Organizations
Contracting
Grants
Franchises
Partnerships
Beyond Interorganizational Relations: The Concept
of Privatization
Voucher
Voluntary Service
New Skill Requirements
Chapter 4: Administrative Responsibility and
Ethics
Introduction
The Ideal of Administrative Responsibility
Responsiveness
Flexibility
Fairness
Accountability
Honesty
Competence
Countervailing Forces
Greed
Arrogance
Cowardice
External and Internal Controls
Agency Head
Judiciary
Citizen Participation
Professional Codes
Representative Bureaucracy
Public Interest
Ethical Analysis
PART II: PROGRAM MANAGEMENT
Chapter 5: Planning
Introduction
Toward a Definition of Planning
The Rational Planning Model
Premises
Policy Planning
Medium-Range Planning
Implementation
Evaluation
Reconciling the Rational Model with Political Realities
Strengths and Weaknesses of the Rational Model
A New Synthesis: Logical Incrementalism
Forecasting--A Critical Planning Ingredient
What is a Forecast?
Expert Forecasting
Trend Extrapolation
Leading Indicators
Impact Assessment
Variations on a Theme: The Many Types of Planning
Chapter 6: Decision Making
Introduction
Identifying the Problem (or Opportunity)
Gathering Facts
Framing a Decision
Consulting People
Making the Decision: Five Analytical Techniques
Cost-Benefit Analysis (CBA)
Multiobjective Models
Decision Analysis
Systems Analysis
Operations Research (OR)
The Perry Mason Syndrome, or Why You Need to Understand
Analytical Techniques Even if You Do Not Use Them
Putting the Analytical Approach in Perspective
Decision Making in Groups
Biases in Human Decision Making
Alternative Approaches to Thinking
Limitations to Analytical Approach
Chapter 7: Organizing
Introduction
Four Types of Organizations
Leader/Follower Organization
Consortium
Pyramidal Organization
The Pathology of the Pyramid
Adhocracy
The Process of Organizational Design
Limitations to the Organization Chart
Three Critical Steps
Design Criteria
The Politics of Reorganization
Rationale
Realities
The Missing Links in Organization Design -- Managerial
Style, Organizational Culture, and Individual Characteristics
Chapter 8: Leadership in Organizations
Introduction
Leadership
Can Leadership Traits Be Identified?
Using the Contingency Approach
Motivation in Organizations
Hawthorne Studies
Maslow's Hierarchy of Needs
Douglas McGregor: Theory X and Theory Y
Chris Argyris: Personality and Organization
Frederick Herzberg: Satisfiers and Dissatisfiers
Summing Up
Communicating in Organizations
What Communication Is--and Is Not
Open Communication and Organizational Innovation
Managing Organizational Groups
Stages of Group Development
Functional Groups
Task Forces
Meetings
The Enduring Importance of Leaders and Leadership
Chapter 9: Implementation
Introduction
A. Implementation
Understanding the Process
Perspective 1: Complexity of Joint Action
Perspective 2: A System of Games
Toward More Effective Implementation
Early Planning
Scheduling Models
Expediters, Incentives, and Participation
Case Management Systems
Management by Objective (MBO)
Chapter Discontinued: Evaluation
Introduction
Why Evaluation?
Types of Evaluation
Evaluation for Policymakers
Evaluation for Program Managers
How to Evaluate
Find Goals
Translate Goals into Measurable Indicators
Collect Data
Compare Data
The Ordeal of Termination
Part III: Resources Management
Chapter 10: Human Resources Management
Introduction
The Structure of Public Personnel
Political Appointees
General Civil Service
Career Systems
Collective System
Basic Functions of a Public Personnel System
Staffing
Classification and Compensation
Training and Management Development
Advancement
Discipline and Grievances
Organizational Culture
The U.S. Forest Service
The U.S. Marine Corps
The Legal Environment's Top Ten List
1. Civil Service Reform Act of 1979
2. Civil Rights Act of 1964
3. The Hatch Act
4. Garcia v. San Antonio
5. Americans with Disabilities Act of 1989
6. Intergovernmental Personnel Act of 1970
7. O'Connor v. Ortega
8. Age Discrimination Act of 1975
9. Equal Pay Act of 1963
10. Elrod v. Burns (1976)
Chapter 11: Financial Management (Budgeting)
Introduction
The Federal Budget Cycle
Formulation
Legislative Review
Budget Execution
Audit
State and Local Budget Process
Formulation
Legislative Review
Budget Execution
Audit
The "T" Word
Tax Structures
Sources of Revenue
Thinking Ahead
The Quest for Budget Reform
The Outlook for Deficits
Chapter 12: Information Management (Revolution)
Introduction
Information Technologies
Information Systems: The Fundamentals
Computerized Information Systems
Telecommunications
The Effect of Information on the Conduct of Work
and the Structure of Organizations
Costs and Benefits
Decision Making
Organization Structure
Strategic Management in the Information Revolution
Information Acquisition
Creating Information
Information Dissemination
Concluding Observations
Appendix: Career Management
Managing Short-Term Time
Categorizing Time Usage
Handling Correspondence and Meetings
Delegation
The Habit of Work
Managing Long-Term Conditions That Waste Time
What is Stress?
Methods for Coping with Stress
Transcending Time and Moving Up the Career Ladder
Avoiding Obsolescence
Developing an Executive Attitude
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