The second great transformation of our society in the modern era has demoted manufacturing to a position that is secondary to the service industries, thus originating today's information society. This volume examines how massive social change over the past few decades has created a new set of winners and losers and what this has done to society. The author rejects the orthodox explanations for the losers' plight--such as job stagnation, income inequality, and an increase in crime and violence--and argues that the main causes of success or failure in today's society are psychosocial. While today's losers lack the character structure and values that would help them adjust to change, the winners--the Chameleons--have acquired a character structure symmetrical with the needs of the new society. This new elite, however, is not immune to anxiety and fear because of the contradictions and impossible demands that characterize what Rosen calls the "Chameleon Complex" and because different factions of the elite constantly fight to control culture and shape the nation's identity. Rosen puts contemporary social change in an historical context, showing that today's turmoil resembles the disturbances that have taken place whenever society has undergone rapid and fundamental social change.

The growth in power of government bureaucracies is one of the more profound developments of 20th-century society. Bureaucracies impact the quality of life of every person in this country and many millions outside American borders. The president, governors, mayors, legislators, judges, and the public now are increasingly concerned with how bureaucracies are using their power, and accountability is at the heart of these concerns. For what and to whom are bureaucracies accountable? This acclaimed text examines these questions, primarily in the context of the federal bureaucracy.

Building upon the second edition of the text, Rosen updated the entire work to incorporate significant subsequent developments. Among the most important are the Chief Financial Officer Act of 1990, the Government Performance and Results Act of 1993, and the Government Management Reform Act of 1994. These three laws, with the Clinton administration's National Performance Review initiative, could substantially improve performance and accountability. The text clearly and systematically examines issues of accountability that are of concern to students and researchers as well as policymakers in the area of public administration.

As America experiences the growing pains associated with the rapid social changes in the economy, technology, and culture, various groups must develop coping mechanisms to help them deal with the anxiety that is brought on by such changes. Generation Xers, on the cutting edge of these changes, are no exception. More so than any other group, elite Xers, those who are succeeding in the new economy, have adopted a unique personality style, chameleonism, as a defense mechanism. People with a chameleon personality pretend to be what others want them to be in an effort to obtain for themselves the kind of security Xers feel previous generations have enjoyed, but which may not be available to their own generation. Rosen further argues that this personality component, of pretending to be something one is not, becomes a permanent part of the personality when it is practiced and used frequently enough. This riveting examination of the Xer generation sheds new light on the survival mechanisms employed by those who feel threatened by social changes, even as they participate in and benefit from them.

The author begins by providing a careful explanation of the chameleon personality before delving into the special problems and obstacles (both real and perceived) that torment elite Xers, and their ways of dealing with these issues. He discusses various sources of anxiety and how the chameleon personality comes into play with regard to conflict between generations, conflict between the genders, and conflict brought on by immigration and foreign competition. While Rosen's approach is primarily socio-psychological, he also provides historical background on issues of social change and other attempts at dealing with it in the past. He presents a reasoned examination of the chameleon personality as it is manifested in America's Generation X in an effort to shed light on this unique segment of our population.

The growth in power of government bureaucracies is one of the more profound developments of 20th-century society. Bureaucracies impact the quality of life of every person in this country and many millions outside American borders. The president, governors, mayors, legislators, judges, and the public now are increasingly concerned with how bureaucracies are using their power, and accountability is at the heart of these concerns. For what and to whom are bureaucracies accountable? This acclaimed text examines these questions, primarily in the context of the federal bureaucracy.

Building upon the second edition of the text, Rosen updated the entire work to incorporate significant subsequent developments. Among the most important are the Chief Financial Officer Act of 1990, the Government Performance and Results Act of 1993, and the Government Management Reform Act of 1994. These three laws, with the Clinton administration's National Performance Review initiative, could substantially improve performance and accountability. The text clearly and systematically examines issues of accountability that are of concern to students and researchers as well as policymakers in the area of public administration.