This book seeks to promote a new spiritual approach to organizational leadership that goes beyond visionary management to a new focus on the spiritual for both leader and led. Reflecting on the current crisis of meaning in America, this book takes up the search for significance in peoples' worklives—in the products they produce and in the services they offer. Recognizing that the new corporation has become the dominant community for many— commanding most of our waking hours by providing a focus for life, a measure of personal success, and a network of personal relationships—Fairholm calls on business leaders to focus their attention on the processes of community among their stakeholders: wholeness, integrity, stewardship, and morality. Spiritual leadership is seen here as a dynamic, interactive process. Successful leadership in the new American workplace, therefore, is dependent on a recognition that leadership is a relationship, not a skill or a personal attribute. Leaders are leaders only as far as they develop relationships with their followers, relationships that help all concerned to achieve their spiritual, as well as economic and social, fulfillment.

This is the second in a Series of five manuals produced by the Social Security Department of the ILO to provide the reader with information on all the major elements of social security, including the principles, administration, financing, pension schemes and social health insurance. This manual deals with one of the most important aspects for any social security institution or scheme administration. It provides a general overview, looks at policy, structures, common features and examines principles of good management, as well as levels of administration, coverage, registration procedures, collection and recording of contributions, and the award and payment of benefits. The public relations element is also dealt with and a close look is taken at the management of human resources, recruitment, training, career development and performance. Other manuals in this series: - Social security principles (Vol. I) - Social security financing (Vol. III) - Pension schemes (Vol. IV) - Social health insurance (Vol. V)

During the first two decades of the twentieth century in cities across America, both men and women struggled for urban reform but in distinctively different ways. Adhering to gender roles of the time, men working for independent research bureaus sought to apply scientific and business practices to corrupt city governments, while women in the settlement house movement labored to improve the lives of the urban poor by testing new services and then getting governments to adopt them.

Although the two intertwined at first, the contributions of these "settlement women" to the development of the administrative state have been largely lost as the new field of public administration evolved from the research bureaus and diverged from social work. Camilla Stivers now shows how public administration came to be dominated not just by science and business but also by masculinity, calling into question much that is taken for granted about the profession and creating an alternative vision of public service.

"Bureau Men, Settlement Women" offers a rare look at the early intellectual history of public administration and is the only book to examine the subject from a gender perspective. It recovers the forgotten contributions of women-their engagement in public life, concern about the proper aims of government, and commitment to citizenship and community-to show that they were ultimately more successful than their male counterparts in enlarging the work and moral scope of government.

Stivers's study helps explain public administration's long-standing "identity crisis" by showing why the separation of male and female roles restricted public administration to an unnecessary instrumentalism. It also provides the most detailed examination in half a century of the New York Bureau of Municipal Research and its role in the development of twentieth-century public administration.

By reconsidering the origins of the field and calling for a new sense of purpose in public service, Stivers suggests that public administrators need not rigidly emulate business practices but should instead strive to improve the ways in which they deal with people. Her well-researched critique will help students and professionals better understand their calling and challenge them to reconsider how they think about, educate for, and perform government service.

A president's least-noticed important legacy is his appointment of judges to the lower federal bench. How are these judges chosen? What happens behind the scenes? How important are senators, party organizations, the American Bar Association, and others in the selection process? In this landmark book, a leading authority on lower federal court judicial selections tells the riveting story of how nine presidents over a period of fifty-six years have chosen federal judges. Sheldon Goldman has interviewed participants, and he has mined published and unpublished government documents and archives, along with memos, letters, and other documents in the papers of every president from Franklin Roosevelt through Ronald Reagan, to bring to life the judicial selection process. His book is filled with richly drawn and dramatic accounts of each president's use of judicial appointments to further policy, partisan, and personal agendas. Goldman analyzes political and social changes that have occurred over the years and the impact of those changes on the profile of those selected for the bench. His statistical portraits of the backgrounds of each administration's appointees point up the changing face of the federal judiciary. The author also documents the responses of each presidential administration to calls for gender and race diversification of the bench. Casting bright light on the little-known details of judicial selection politics, Picking Federal Judges is sure to become the definitive book on this subject.

This book provides an alternative means of discussing the development and significance of managers and management in universities and colleges. It is particularly concerned with the way 'managing' involves the development of different ways of talking, acting and relating to people at work. Yet this is often difficult, and variably successful, as it confronts often strong professional and occupational work identities and cultures. The book provides a detailed look at the 'manager' in contemporary further and higher education in Britain as post-compulsory education has been required to operate on more commercial basis, and universities and colleges are increasingly regarded as small to medium sized enterprises.

It draws upon interviews with more than 70 senior post-holders. It explores, for example, the work of the traditional university vice-chancellor who came to see himself as the new chief executive, schooled himself in the works of international management gurus Henry Mintzberg and Tom Peters, and engaged his 3000 staff in the virtues of 'thriving on chaos'. The result, as one seasoned higher education observer has noted, was '18 months of misery' for university personnel. It tells the story of the professor of material science who came to see himself as a small businessman responsible for maintaining a 2 million a year departmental turnover. But at the same time he considered this new identity to be constantly hamstrung by the bureaucratic centralism of his university. It tells these stories of senior women administrators who, empowered by their appointment as managers, challenged the deeply embedded paternalism of their senior academic colleagues. And it tells the stories ofnumerous heads of department and sections repositioned as managers in the 'new marketized further education' who have struggled to re-imagine students as funding units, and colleagues as 'their staff'.

Craig Prichard provides a highly nuanced, theoretically sophisticated, and critically informed account of the repositioning of senior university and college academics as managers. This is important reading for those interested in post-compulsory education, public sector management, and the sociology of work and education; and, of course, for university and college managers themselves.

This book explores how the theories and practices of public management have evolved. It covers themes such as political, judicial, and cultural environments. It reviews the influential theoretical developments that represent the intellectual heritage of public administration from Woodrow Wilson and the classics to current schools such as Total Quality Management (TQM) and the drive for reinventing government. The author identifies and explains critical managerial functions such as decisionmaking, communication, leadership, performance evaluation, and the constant search for reform and improvement in public organizations. This comprehensive, in-depth exploration emphasizes the operational and practical consequences of the subject.

The "rationing" of health care has become one of the most emotive issues of the 1990s in the UK, causing much public confusion and political controversy. This book provides a comprehensive and critical introduction to this debate. It does so by examining the processes which determine who gets what in the way of treatment, the decision makers involved at different levels in the NHS and the criteria used in making such decisions. In particular it analyses the relationship between decisions about spending priorities (taken by politicians and managers) and decisions about rationing care for individual patients (taken by doctors), between explicit and implicit rationing. As well as drawing on research-based evidence about what is happening in Britain today, Managing Scarcity also looks at the experience of the NHS since 1948 and puts the case of health care in the wider context of publicly funded services and programmes which have to allocate limited resources according to non-market criteria. Managing Scarcity is recommended reading for students and researchers of health policy, as well as health professionals and policy makers at all levels in the NHS.

Using a set of rules as a guide for cost-effective policy analysis, Communicating Social Science Research to Policy Makers helps applied researchers avoid costly mistakes in policy planning and public administration research. Beginning with a practical approach to policy analysis, authors Roger J. Vaughan and Terry F. Buss show the reader how to prepare a nonbiased description of the problem to be studied, how to diagnose the causes of the problem, how to explore the various strategies for dealing with the problem and related issues, how to use formal forecasting projections, how to do cost-benefits analysis, how an analyst can decide what information to communicate, and strategies for the most-effective communication of policy analysis.

Health care in the United States at the end of the 20th century occupies a completely different place in the economy, in the public consciousness, and in its impact on government, than it did at the beginning of the century, or even in the early years of the Clinton Administration. Health care is now a multi-billion dollar industry; one that consumes more than 15 percent of the nation's GNP. Citizens now regard health care as essential to the quality of their lives, and a steady stream of new medications and procedures point to ways to extend the lives of our aging population and restore those injured on or off the job. At the same time, the changing patterns of health care have stirred a national debate over the growth of managed care and the role that government can play in providing solid health care standards--a medical safety net--within tightening budgetary restraints. This book explores the role of the federal government in health care policy development from the years of the Founding Fathers to the present.

Kronenfeld reviews the key features of the American health care system, its infrastructure, and federal legislative process and outcomes in the health care arena. The current situation in health care is examined, with particular attention given to the attempt at major reform in the first Clinton administration, and to the modest changes that were ultimately passed. She closes with an examination of the future of health care and the role of government, emphasizing how current health care issues and concerns may set the stage for a changed federal role in funding and delivery of health care services in the next century. This comprehensive examination of the role of government in the health care system will be of great interest to students and researchers of public policy and the social aspects of American health care.

Public involvement is a key theme within the post-reform NHS, with an emphasis on involving people in healthcare decision-making, improving accountability to the public, and developing a stronger focus on the consumer. This text seeks to establish a framework for public involvement in healthcare.;Focusing on purchasing, the authors describe the central factors driving involvement, and the organizational structures and processes which underpin it. Recommendations are made for the development of effective strategies for public involvement in healthcare purchasing. A discussion of current issues and debates is set within a wider theoretical and historical examination of the concepts of "citizenship and "accountability", detailing the role of the consumer in the context of the major changes in the organization and delivery of public services which have taken place in Britain in the last two decades.

This is a complete and up-to-date revision of the classic text for public administration, implementing the rule of law as a fundamental issue in American democracy in pursuit of the common interest. It presents public administration as a tension between the necessary exercise of power and the search for responsiveness to achieve maximum accountability from public servants. The authors have initiated a new approach to the study of public administration by focusing on middle- and lower-level managers. These are positions that most public servants will occupy for the bulk of their professional careers. The book recognizes that most of the administration is in field offices, in state and local government, and in cooperation with the private and nonprofit sectors. It then focuses on power and its potential for influencing the behavior of the bureaucracy to perform its goal-oriented and balancing functions in a pluralistic open system. This leads to the relationship between theories about administration and the actual practice and how best results (imperative of accountability) are achieved in the increasingly globalized environment.

Stephen L. Carter tells what's wrong with our confirmation process, explains how it got that way, and suggests what we can do to fix it. Using the most recent confirmation battles as examples, Carter argues that our confirmation process will continue to be bloody until we develop a more balanced attitude toward public service and the Supreme Court by coming to recognize that human beings have flaws, commit sins, and can be redeemed.

Public service provision is one of the most important issues debated in the UK today and is likely to continue. This essential text identifies major financial and organisation management issues confronting the public services and explains how they can be addressed in practical terms. Written in an accessible manner by a team of experts, this is a book for new and existing managers, students and lecturers in the public service. The aim of this book is to identify major finance and organisational management issues confronting the public services and to explain how they can be addressed in practical terms by managers of those services. Details of the impact of recent political developments are looked at as well as cultural change, crisis, and quality management. Developments in the NHS, central and local government are also covered.

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.

The book closes the gap between politicians' rhetoric, public expectations and the day-to-day dilemmas facing managers wanting to improve the quality of public services. It offers a mixture of conceptual clarification and practical awareness of the environment in which public service managers have to work. This is no 'missionary' or 'how to' book that peddles instant solutions. Instead, a variety of approaches to quality definition, implementation and measurement are critically examined. Lessons and experience from practice and research in the public and private sectors give a solid background for readers to develop their own views. Lucy Gaster disentangles the important aspects of quality, challenges assumptions, and shows that there are no simple solutions. At the same time she provides a framework to enable public service managers to develop and integrate ideas about quality in ways which are relevant to their own day-to-day practice. This framework shows that real choices are available to managers. Values and participation, combined with a real commitment to the ideal of 'public service', are at the heart of the approach adopted in this book. It will appeal to all those wanting a more objective and informed approach to providing quality services.

Throughout the 1990s public demand for a fundamental shift in the relationship between government and its citizens has intensified. In response, a "new governance" model has emerged, emphasizing decreased federal control in favor of intergovernmental collaboration and increased involvement of state, local, and private agencies.

As the authors of this volume show, one of the best examples of "new governance" can be found in the National and State Rural Development Councils (NRDC and SRDC), created in 1990 as the result of President Bush's Rural Development Initiative and now called the Rural Development Partnership. This effort was part of a move within policymaking circles to redefine a rural America that was no longer synonymous with family farming and that required innovative new solutions for economic revival. By 1994 twenty-nine states had created and ten other states were in the process of forming such councils.

In this first detailed analysis of the NRDC and SRDCs, the authors examine the successes and failures of the original eight councils in Kansas, Maine, Mississippi, Oregon, South Carolina, South Dakota, Texas, and Washington; as well as eight other councils subsequently created in Iowa, New Mexico, North Carolina, Vermont, New York, North Dakota, Utah, and Wyoming.

Combining empirical analysis with current theories about networks and inter-organizational relations, this volume should appeal to academics and practitioners interested in rural development policy, public administration, public policy and management, and intergovernmental relations.

Puts forward a theoretical framework for understanding consumerism in health care and its relation to professionalism. This book explains why consumers and professionals may intuitively perceive some standards as lower or higher than others and goes on to discuss many examples of professional good and bad practice.

For 20 years, British governments of both the left and right have tried to improve the management of the NHS. But the distinctive contribution of the Thatcher governments of the 1980s has defined this very much in terms of controlling health professionals: doctors, nurses and others. This volume offers an explanation of why this approach was adopted. It examines in detail the various methods of control employed and assesses the consequences for the future of professional work and organization in the NHS. The book should be interest to a wide range of health professionals including doctors, nurses, health authority members and managers and should also be useful for students of social policy and health studies.

Policing, environmental protection, and tax administration have much more in common than practitioners in these areas often recognize. Their cultures and traditions have, for the past few decades, incorporated a classic enforcement mentality, based on the underlying assumption that a ruthless and efficient investigative and enforcement capability would produce compliance through the mechanisms of deterrence. In these fields, and perhaps in many other enforcement or compliance oriented professions, Sparrow believes the traditional enforcement approach is under stress. There are too many violators, too many laws to be enforced, and not enough resources to get the job done.

In this book, Sparrow draws out remarkable parallels in the ways these professions are adapting to meet their current challenges, as they reject their traditional reliance on retrospective, case-by-case, after-the-fact enforcement. Rather than perpetuating their dependence on processes, procedures, and coverage, these professions are each developing new capacities for analyzing important patterns of noncompliance, prioritizing risks, and designing intelligent interventions using a much broader range of tools. Sparrow extracts the essence of the transformations underway, explores the critical implications for information management, and lays out the issues that need resolution before the emerging compliance strategies can reach maturity. This book is required reading for all those concerned with either the theory or the practice of the compliance side of government.

This work suggests that the 1980s were an especially tumultuous decade for the bureaucracies of Great Britain, the United States and Canada. Margaret Thatcher, Ronald Reagan and Brian Mulroney came to office convinced that the bureaucracies of their countries were massively flawed: in addition to exerting too much influence over policy, they were inefficient, resistant to change and responsible for many economic woes. Savoie, a writer, scholar and a senior administrator in the Canadian government, considers the war of reform waged by the leaders of these major industrialised countries. Reagan declared that he had come to Washington "to drain the swamp" of bureaucracy; he set up the Grace Commission to investigate the operation of the US government. Thatcher and Mulroney were equally committed to reform and initiated wide-ranging changes. By the end of the decade, the changes were dramatic. Many government operations had been privatised in all three countries, and new management techniques had been introduced. In Great Britain, one observer judged that the changes were historically as important as the collapse of Keynesian economics. This book asks: is government now better in these three countries, and was the political leadership right in focusing on management of the bureaucracy as the villain? Professor Savoie suggests that the reforms overlooked problems now urgently requiring attention and, at the same time, attempted to address non-existent problems. His viewpoint combines theory and practice, and should appeal to scholars, students and practitioners. His research is based, in part, on interviews with 62 officials, almost all in the executive branch, of the governments of Great Britain, the United States and Canada.

Sir Henry Taylor's classic treatise "The Statesman," originally published in 1836, is the first modern book to be devoted to the subject of public administration. It has been read and studied by generations for its keen insights into the relationship between public administrators and elected officials in a democracy. It has also been appreciated for its wit. The present volume is the first twentieth-century edition to be based on the revised and expanded text that Taylor published in 1878 as part of his Collected Works. It is also the first edition to be fully annotated.

The lengthy editors' introduction to this volume emphasizes the relevance of Taylor's thought to the fundamental issues of public administration in the contemporary United States. The editors demonstrate the superiority of Taylor's understanding of the relationship between politics and administration to the widely accepted model of that relation that derives from the thought of Woodrow Wilson. Above all, they argue, Taylor's insights merit our attention because they indicate how a properly organized civil service can be a locus of statesmanship in a democracy, fulfilling the intentions of the authors of the American Constitution in a contemporary context that differs significantly from what the Founders themselves anticipated.