Managing the Next Generation of Public Workers is a fresh and energetic look at the changing climate of diversity in the public and nonprofit workplace. The workforce of the twenty-first century represents unparalleled complexity: Baby Boomers, GenX, GenY, and Millennials. Although that diversity may be challenging and often overwhelming for public managers, Madinah Hamidullah emphasizes the potential strengths that can be drawn from complex multigenerational relationships. This handbook offers public and nonprofit managers the tools necessary to address generational differences and questions such as: * How do the newer generations in the workplace differ on such fundamentals as work ethic, family values, and retirement horizons? * Are they recruited differently and do they expect a different mix of benefits-perhaps a better work-life balance as a tradeoff for a lower salary? * How can diverse, generational perspectives in the workplace add value by questioning old, traditional assumptions? * Will approaches to organizational decision making necessarily change as new generations take over? The book is for public and nonprofit managers who recognize the challenges of managing a multigenerational workforce, and are therefore seeking helpful insights. This volume is a roadmap not only for human resource (HR) managers, but for all managers who must address the complexities of the human condition-complexities that are complicated by the most rapid succession of workforce generations that we have yet seen.

Hardbound. This volume is a comprehensive treatment of a variety of public sector applications of OR methods. The papers are directed at bridging the gap between theory and practice, with an emphasis on a clear statement of where these methods have been used and were useful. The technical level is appropriate for the general reader, with a specific interest in either a particular subject area (military, urban services, crime and justice, health and administration, air and water quality, natural resources management, apportionment), or methodology (hazardous facility siting, voting theory and paired comparisons, competitive bidding, and theories of measurement).

The New Public Service: Serving, not Steering provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. It is organized around a set of seven core principles: (1) serve citizens, not customers; (2) seek the public interest; (3) value citizenship and public service above entrepreneurship; (4) think strategically, act democratically; (5) recognize that accountability isn't simple; (6) serve, rather than steer; and (7) value people, not just productivity. The New Public Service asks us to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it. It celebrates what is distinctive, important, and meaningful about public service and considers how we might better live up to those ideals and values. The revised fourth edition includes a new chapter that examines how the role and significance of these New Public Service values have expanded in practice and research over the past 15 years. Although the debate about governance will surely continue for many years, this compact, clearly written volume both provides an important framework for a public service based on citizen discourse and the public interest and demonstrates how these values have been put into practice. It is essential reading fo students and serious practitioners in public administration and public policy.

"Strategic Planning for Public Service and Non-Profit Organizations" is the 12th volume in the "Best of Long Range Planning Series", and focuses on strategic planning for public and non-profit purposes such as government, public agencies and non-profit or voluntary organizations.;The book also addresses how strategic planning differs from other kinds of planning and how strategic planning for public and non-profit purposes can be tailored to fit differing circumstances.

The application of complexity theory to management and the social sciences has been a key development in theory and practice over the last decade. This approach questions the possibility of finding universal methods of practice, and proposes a pragmatic and humanistic management style that evolves out of a reflective method. The focus is on practitioners observing patterns of similarity and being adaptable in decision-making. Bringing complexity theory into management reveals the importance of organizational culture and effective communication because people, their values and their objectives are at the heart of this method. Information technology provides a framework for complex communication and knowledge use, but it cannot replace highly developed professional negotiations and cooperation. This book argues that the complexity of the public service world limits the usefulness of classical and rational scientific management approaches such as New Public Management. Excessive marketization threatens a collaborative approach and overly rigid approaches to performance management and strategic management can be dysfunctional. Managing Complexity in the Public Services 2nd Edition advances a method of management practice that copes with the stark realities of the complex and unpredictable public policy world. It develops pragmatic management practices from action research that will be valuable to both academics and practitioners. The result is a new value-based practice for the post-crisis public service world.

This book analyses the economic consequences of the regional government of Catalonia's challenge to democracy and the rule of law in Spain. This process, started in 2010, culminated in a coup d'etat in the autumn of 2017. The book has three parts. First: The circumstances behind the challenge: economic structure, social and political aspects. Second: The economic impacts of the resulting huge political instability and social polarisation, and the downturn in GDP, investment, competitiveness, Barcelona's appeal, and flight of companies and banks to Madrid. Third: Independence would mean collapse of trade with the rest of Spain and the EU, expulsion from the eurozone, fall of GDP, plummeting tax revenue, soaring unemployment and, finally, conversion of this hypothetical new Catalonia into a failed, vassal and totalitarian state. This book is destined to be the foremost work of reference on the consequences of the separatist threat to Spain, including Catalonia's current decline.

..".this is going to be a very useful book. It provides an authoritative overview of approaches to quality management contextualised to health and social care." - Joe Walsh, Independent Management Consultant, formerly Assistant Director of Social Services at the Royal Borough of Kingston upon Thames
..".the author's wealth of knowledge of the public sector is drawn upon to provide an array of interesting and apposite case studies which illustrate his main themes. As a consequence the book will be useful, not only to those who want an academic perspective, but to anyone concerned with improving the service that they provide." - David Fillingham, Director of NHS Modernisation Agency
Many organizations in health and social care are striving to implement the ideas of organizational excellence, performance measurement and process improvement, in the context of a large number of government initiatives including the NHS Plan, Best Value, Clinical Governance and Quality Protects. This book provides a clear explanation of the whole area and includes a wide variety of case studies and examples within health and social care, including the Voluntary Sector.
The book gives extensive guidance on the use of the Excellence Model, but it does much more than just describe how to use the Model. It provides practical guidance on how to deliver services focussed on patients and service users, on how organizations can lead, motivate and involve their staff, on partnerships and user involvement, and the vital area of process improvement. There is also a major section on performance measurement.
Written by a senior lecturer at Sheffield Hallam University, who is also a Director of South Yorkshire Excellence, and a member of Trent Regional Health Authority's Modernisation Board, Delivering Excellence in Health and Social Care will be of considerable value to managers at all levels in health and social care.

This volume accesses governance in public and non-profit organizations. Building on and challenging recent research in this area, this volume critically examines the contextual, behavioural and historical factors of governance.

To keep government operating smoothly, changes in public management policy and strategy usually follow the old rule of change--that it must evolve in a systematic and incremental fashion. But in today's unpredictable world of shrinking budgets, demands for better service, and greater accountability, playing by the old rules just doesn't make sense.
In this book, L. Douglas Kiel presents a framework that addresses the new chaotic reality of public management and the need for responsive change and innovation. By acknowledging the potential for positive change and renewal that can arise from uncertainty and instability, Kiel offers managers a paradigm for transforming government performance.
In easy to understand terms, the author offers an overview of the concepts of chaos theory and the science of complexity and he demonstrates how public administrators can apply these concepts to create a new vision of organizational change. The book presents a range of both traditional and innovative management techniquesshaping organizational cultures, flattening hierarchies, and re-engineering work--and evaluates their capacity to allow organizational systems to respond to change.
Written for public administrators and the faculty and students of public management, this book describes the importance of disorder, instability, and change and examines how new chaos theories are applied to public management. Drawing on data from the author's case studies, the book is filled with charts, graphs, and practical computer spreadsheet exercises designed to give public managers and students of public management hands-on experience to meet the challenges of organizational change.

Shows government agencies how to meet the needs of customers seamlessly, that is, in a smooth, effortless, responsive manner. Details a step-by-step approach to assess, design and implement significant change in all levels of government?and how to overcome resistance along the way.

The Public Sector: Managing the Unmanageable offers practical advice to public sector managers on how to develop techniques to deal with the challenges they face, particularly in the areas of accountability, setting targets, risk management/encouraging innovation, managing people, decision making and working with politicians. Based on original interviews with politicians and senior public sector managers, including the last four cabinet secretaries, it is full of anecdotes, actionable lessons and insights. Each chapter takes a specific aspect of management and starts by explaining why it is different in the public sector, then sets out ways for public sector managers to handle those differences and ends with an executive summary and a checklist to prompt managers to think about how they might change what they currently do. The book has a foreword by Peter Mandelson and insights based on interviews with more than sixty successful public sector managers including: Michael Bloomberg, Brendan Barber, Sir Michael Barber, Lord (Michael) Bichard, Lord (John) Browne, Lord (Robin) Butler, Helen Carter, Sir Merrick Cockell, Charles Clarke, Lord (Geoffrey) Dear, Brian Dinsdale, Charles Farr, Lord (Charles) Guthrie, Lord (Chris) Haskins, Lord (Michael) Heseltine, Ken Livingstone, Paul Martin, Lord (John) Monks, Lord (Gus) O'Donnell, Sir Robert Naylor, Jan Parkinson, Sir Hayden Phillips, Jonathan Powell, Heather Rabbatts, John Ransford, Gill Rider, Paul Roberts, Sir Peter Rogers, Stephen Taylor, Lord (Andrew) Turnball, Sir Robin Wales, Nick Walkley, Ian Watmore and Lord (Richard) Wilson.

In this revised and enlarged edition of their established textbook, Gavin Drewry and Tony Butcher bring their wide--ranging, critical survey of the Britsh civil service fully up--to--date, concluding with an examination of the nature and significance of the a Next Stepsa programme which is currently transforming the structure and management of the civil service.

The creation of rules that govern processes or behavior is essential to any organization, but these rules are often maligned for creating inefficiencies. This book provides the first comprehensive portrait of rules in public organizations and seeks to find the balance between rules that create red tape and rules that help public organizations function effectively, what the author calls "green tape." Drawing on a decade of original research and interdisciplinary scholarship, Leisha DeHart-Davis builds a framework of three perspectives on rules: the organizational perspective, which sees rules as a tool for achieving managerial goals and organizational functions; the individual perspective, which examines how rule design and implementation affect employees; and the behavioral perspective, which explores human responses to the intersection of the first two perspectives. The book then considers the effectiveness of rules, applying these perspectives to a case study of employee grievance policies in North Carolina local government. Finally, the book concludes by outlining five attributes of effective rules-green tape-to guide future rule creation in public organizations. It applies green tape principles to the Five-Second Rule, a crowd control policy Missouri police implemented in the wake of protests following the Michael Brown shooting. Government managers and scholars of public administration will benefit from DeHart-Davis's investigation and guidance.

Public sector organizations are in one of the most challenging environments they have ever had to face as they bear much of the cost of the recession. More than ever before, public sector leaders need to instil strong performance improvement disciplines into their organizations that enable these leaders to fully understand: key outcomes and priority deliverables, how to allocate reduced financial resources and where to reduce costs and improve efficiencies without jeopardizing service delivery.
Written in an accessible and practical style, this fully-updated second edition addresses the efficiency drive using models, tools and ideas more commonly found in the corporate world, such as balanced scorecard and Lean. It also includes new case studies and real-life examples, from Audit Scotland, Belfast City Council, Brisbane City Council, City of Charlotte, Civil Service College (Singapore) FBI, NHS, Ministry of Works (Bahrain), Royal Canadian Mounted Police and the US Postal Service.

Crowdsourcing is a term that was coined in 2006 to describe how the commercial sector was beginning to outsource problems or tasks to the public through an open call for solutions over the internet or social media. Crowdsourcing works to generate new ideas or develop innovative solutions to problems by drawing on the wisdom of the many rather than the few. US local government experimented with rudimentary crowdsourcing strategies as early as 1989, but in the last few years local, state, and federal government have increasingly turned to crowdsourcing to enhance citizen participation in problem solving, setting priorities, and decision making. While crowdsourcing in the public sector holds much promise and is part of a larger movement toward more citizen participation in democratic government, many challenges, especially legal and ethical issues, need to be addressed to successfully adapt it for use in the public sector. Daren C. Brabham has been at the forefront of the academic study of crowdsourcing. This book includes extensive interviews with public and private sector managers who have used crowdsourcing. Brabham concludes with a list of the top ten best practices for public managers.

An examination of the effect of 17 years of Conservative government on the Civil Service and the ramifications for future governments. The notion of politicization in the light of the sweeping reforms that have taken place is addressed, and the way senior appointments are made is analysed.

As a stand-alone treatment of Organizational Development (OD), this is an excellent supplement to traditional textbooks in the field and is a good addition to readings in organizational behavior and principles of management. Carnevale provides the essentials of OD and more through his strong handling of the field's underlying values and assumptions."Organizational Development in the Public Sector" covers many of the standard OD topics like action research, group dynamics, and coverage of OD as a field of study. There is considerable treatment of change, resistance to change, and defensive conduct concerning transformation in organizations. Carnevale also explores conflict resolution, leadership issues, systems theory, public-private differences, process consultation, a brief history of modern management reform, group dynamics, trust, hierarchy, and labor relations.

Headlines of public service corruption scandals are painful reminders of the need for continuing education in the subjects of ethics and integrity. Public service professionals employed as government officials, forensic scientists, investigators, first responders, and those within the legal and justice systems, face daily decisions that can mean the difference between life or death and freedom or imprisonment. Sometimes, such decisions can present ethical dilemmas even to the most seasoned of professionals. Building on the success of the first edition, Ethics for the Public Service Professional, Second Edition serves as a single-source resource for the topic of ethics and ethical decision making as it relates to government service. While incorporating an examination of the history of ethics, codes and legislation, the book exposes the reader to the challenges faced by today's public service professionals and administrators in incorporating ethics within daily decisions, procedures, and duties. Key features include: Current controversies in police, forensic, and other public service sectors including: racial profiling, evidence tampering, disaster response, and audits Important new mechanisms of accountability, including use-of-force reporting, citizen complaint procedures, and open government Contemporary news stories throughout the book introduce the reader to a broad range of ethical issues facing leaders within the public service workplace Chapter pedagogy including key terms, learning objectives, end-of-chapter questions, a variety of boxed ethical case examples, and references Ripped from the Headlines current event examples demonstrate actual scenarios involving the issues discussed within each chapter This in-depth text will be essential for the foundational development and explanation of protocols used within a successful organization. As such, Ethics for the Public Service Professional, Second Edition will help introduce ethics and ethical decision-making to both those new to the realm of forensic science, criminal justice, and emergency services and those already working in the field.

The absurdity of bureaucracy offers a humorous ethnographic account of policy implementation set in contemporary Danish bureaucracy. Taking the reader deep into the hallways of governmental administration and municipal caseworkers' offices, the book sets out to explore what characterizes policy implementation as a mode of human agency. Using the notions of absurdity and sense-making as lenses through which to explore the dynamic relationship between a policy and its effects, the book reclaims 'implementation studies' for the qualitative sciences and emphasizes the existential dilemma that any policymaker and implementer must confront. Following step-by-step the planning and implementation of the randomized controlled trial, Active - Back Sooner, the book sets out to show that 'going wrong' is not a question of implementation failure but is in fact the only way in which implementation may happen. -- .

From the dawn of the twentieth century to the early 1960s, public-sector unions generally had no legal right to strike, bargain, or arbitrate, and government workers could be fired simply for joining a union. Public Workers is the first book to analyze why public-sector labor law evolved as it did, separate from and much more restrictive than private-sector labor law, and what effect this law had on public-sector unions, organized labor as a whole, and by extension all of American politics. Joseph E. Slater shows how public-sector unions survived, represented their members, and set the stage for the most remarkable growth of worker organization in American history. Slater examines the battles of public-sector unions in the workplace, courts, and political arena, from the infamous Boston police strike of 1919, to teachers in Seattle fighting a yellow-dog rule, to the BSEIU in the 1930s representing public-sector janitors, to the fate of the powerful Transit Workers Union after New York City purchased the subways, to the long struggle by AFSCME that produced the nation's first public-sector labor law in Wisconsin in 1959. Slater introduces readers to a determined and often-ignored segment of the union movement and expands our knowledge of working men and women, the institutions they formed, and the organizational obstacles they faced.