The environment of modern organizations is so complex and volatile that we take for granted that organizational change is necessary for organizational survival. Yet the literature on organizations has for years described manifold obstacles to such change. First published in 1971, this book extracts from that literature and from experience a comprehensive yet concise overview of those barriers. Because these elements of the analysis are as valid now as when they were originally written, The Limits of Organizational Change is still widely read and cited nearly a quarter-century later. From the premises of this argument, Kaufman drew a number of conclusions about organizational survival and extinction, age and size, centralization and decentralization, and organizational evolution. Subsequent research and reflection induced him to refine and modify some of those inferences. The modifications are spelled out in a new preface that gives fresh relevance to his findings and his conjectures. Yet The Limits of Organizational Change is not a ponderous, labored work. As one reviewer remarked, it is "a delightful set of essays . . . a review of empirical research in a witty, conversational style. . . ." (The Rocky Mountain Social Science Journal). It is a book one can enjoy as well as profit from, and will be a useful tool for managers, organizational studies scholars, and sociologists.

"Death, taxes, and red tape. The inevitable trio no one can escape. That wry sense of reality colors Herbert Kaufman's classic study of red tape, the bureaucratic phenomenon that all of us have encountered in some form-from the confounding tax form filled out annually to the maddeningly time-consuming wait at the driver's license bureau. The complaints about red tape, Kaufman concedes, are legion. It's messy, it takes too long, it lacks local knowledge, it is out of date, it makes insane demands, it increases costs, it slows progress. It is, in short, a burden and many times there is no measurable positive outcome. Kaufman takes us on an unblinking tour of the dismal landscape of red tape. But he also shows us another side of red tape, one we often forget. Red tape is how government protects us from tainted food, shoddy products, and unfair labor practices. It guarantees a social safety net for the elderly, the disabled, children, veterans, and victims of natural disasters. One person's red tape is another person's protection. This reissue is a Brookings Classic, a series of republished books for readers to revisit or discover, notable works by the Brookings Institution Press. "

The environment of modern organizations is so complex and volatile that we take for granted that organizational change is necessary for organizational survival. Yet the literature on organizations has for years described manifold obstacles to such change. First published in 1971, this book extracts from that literature and from experience a comprehensive yet concise overview of those barriers. Because these elements of the analysis are as valid now as when they were originally written, The Limits of Organizational Change is still widely read and cited nearly a quarter-century later.

From the premises of this argument, Kaufman drew a number of conclusions about organizational survival and extinction, age and size, centralization and decentralization, and organizational evolution. Subsequent research and reflection induced him to refine and modify some of those inferences. The modifications are spelled out in a new preface that gives fresh relevance to his findings and his conjectures.

Yet The Limits of Organizational Change is not a ponderous, labored work. As one reviewer remarked, it is "a delightful set of essays . . . a review of empirical research in a witty, conversational style. . . ." (The Rocky Mountain Social Science Journal). It is a book one can enjoy as well as profit from, and will be a useful tool for managers, organizational studies scholars, and sociologists.

Most of the people who keep tabs on the workings of the federal government, no matter what the reasons for their interest, seem to take for granted the power and autonomy of the chiefs of the bureaus that make up the executive branch. Because so much is taken for granted, there have not been many studies of what the chiefs actually do day by day. Of all the participants in the governmental process who wield--or are thought to wield--great influence, bureau chiefs are among the least examined. Believing that he could narrow this gap in the materials on the federal government somewhat, Herbert Kaufman set out to report his observations of six bureau chiefs at their jobs in the course of a year. The group consisted of the commissioners of the Internal Revenue Service, the Customs Service, the Food and Drug Administration, and the Social Security Administration; the chief of the Forest Service; and the administrator of the Animal and Plant Health Inspection Service--a set diversified enough to include a wide variety of organizational situations and experiences, yet with enough in common to allow comparison and generalization. The objective of his research was to describe the chief's activities so as to explain how they exercise their power. And he hoped to find out whether they are as powerful as they are said to be. From his efforts emerges a detailed picture of the work of the bureau leaders and of their role in their agencies and in the government generally. The picture reveals that some of the common beliefs about these officials, and perhaps about the system as a whole, are not altogether accurate. Kaufman traces the implications of his findings for organizing the executive branch, for training administrators, and for organization theory.

This is the story of the young bard Mid-e-Mid. famed throughout the vast grazing lands of his Tuareg tribe for his mellifluous voice and quick-witted lyrics. A coming-of-age novel, it follows Mid-e-Mid in his bid to find his own route to manhood in true Tuareg style. Overcoming poverty to win camels of his own, he avenges the death of his father and wins the heart of his beloved, only to find that the solitary life of the wandering minstrel is his destiny. Written by Herbert Kaufmann, a German journalist who lived in Africa in the 1950s and '60s, Red Moon & High Summer is a fast-paced adventure story saturated in Tuareg lore. Though fiction, it gives a truer and more vibrant picture of these mysterious, nomadic people than many an academic volume.

It is the rare book that remains in print for nearly fifty years, earning wide acclaim as a classic. "The Forest Ranger" has been essential reading for generations of professionals and scholars in forestry, public administration, and organizational behavior who are interested in the administration of public lands and how the top managers of a large, dispersed organization with multiple objectives like the Forest Service shape the behavior of its field officers into a coherent, unified program. Published as a special reprint in conjunction with the 100th anniversary of the U.S. Forest Service, "The Forest Ranger" is as relevant and timely today as when it was first issued in 1960.

In addition to the original text, this special reprint of "The Forest Ranger" includes two new forewords and an afterword that highlight how much we have learned from Herbert Kaufman. The first foreword, by Harold K. (Pete) Steen, former president of the Forest History Society, considers the book's impact on the forestry community and explains its continued relevance in light of changes in the culture and mission of today's Forest Service. The second, by Richard P. Nathan, codirector of the Rockefeller Institute of Government, considers the book's contribution to our understanding of administrative and organizational behavior.

The new afterword by author Herbert Kaufman describes how his landmark study came into being and offers a candid assessment of how his theories about the agency's operations and its future have held up over time. In 1960, the Forest Service had a well-deserved reputation for excellence, and "The Forest Ranger" was a seminal analysis of the hows and whys of its success. Kaufmanalso warned, however, that an organization so unified and well adapted to its environment would have difficulties navigating social change. He was right in his concerns: the environmental, civil rights, and women's movements have all presented challenges to the character and purpose of the Forest Service, ultimately changing the organization in subtle and not-so-subtle ways. Now, as then, "The Forest Ranger" is a striking and prescient case study of how a complex organization operates and evolves over time.

It is the rare book that remains in print for nearly fifty years, earning wide acclaim as a classic. "The Forest Ranger" has been essential reading for generations of professionals and scholars in forestry, public administration, and organizational behavior who are interested in the administration of public lands and how the top managers of a large, dispersed organization with multiple objectives like the Forest Service shape the behavior of its field officers into a coherent, unified program. Published as a special reprint in conjunction with the 100th anniversary of the U.S. Forest Service, "The Forest Ranger" is as relevant and timely today as when it was first issued in 1960.

In addition to the original text, this special reprint of "The Forest Ranger" includes two new forewords and an afterword that highlight how much we have learned from Herbert Kaufman. The first foreword, by Harold K. (Pete) Steen, former president of the Forest History Society, considers the book's impact on the forestry community and explains its continued relevance in light of changes in the culture and mission of today's Forest Service. The second, by Richard P. Nathan, codirector of the Rockefeller Institute of Government, considers the book's contribution to our understanding of administrative and organizational behavior.

The new afterword by author Herbert Kaufman describes how his landmark study came into being and offers a candid assessment of how his theories about the agency's operations and its future have held up over time. In 1960, the Forest Service had a well-deserved reputation for excellence, and "The Forest Ranger" was a seminal analysis of the hows and whys of its success. Kaufmanalso warned, however, that an organization so unified and well adapted to its environment would have difficulties navigating social change. He was right in his concerns: the environmental, civil rights, and women's movements have all presented challenges to the character and purpose of the Forest Service, ultimately changing the organization in subtle and not-so-subtle ways. Now, as then, "The Forest Ranger" is a striking and prescient case study of how a complex organization operates and evolves over time.

Foundations Of Modern Political Science Series.

This scarce antiquarian book is a selection from Kessinger Publishing's Legacy Reprint Series. Due to its age, it may contain imperfections such as marks, notations, marginalia and flawed pages. Because we believe this work is culturally important, we have made it available as part of our commitment to protecting, preserving, and promoting the world's literature. Kessinger Publishing is the place to find hundreds of thousands of rare and hard-to-find books with something of interest for everyone!

This scarce antiquarian book is a selection from Kessinger Publishing's Legacy Reprint Series. Due to its age, it may contain imperfections such as marks, notations, marginalia and flawed pages. Because we believe this work is culturally important, we have made it available as part of our commitment to protecting, preserving, and promoting the world's literature. Kessinger Publishing is the place to find hundreds of thousands of rare and hard-to-find books with something of interest for everyone!

This is a reproduction of a book published before 1923. This book may have occasional imperfections such as missing or blurred pages, poor pictures, errant marks, etc. that were either part of the original artifact, or were introduced by the scanning process. We believe this work is culturally important, and despite the imperfections, have elected to bring it back into print as part of our continuing commitment to the preservation of printed works worldwide. We appreciate your understanding of the imperfections in the preservation process, and hope you enjoy this valuable book.

This scarce antiquarian book is a selection from Kessinger Publishing's Legacy Reprint Series. Due to its age, it may contain imperfections such as marks, notations, marginalia and flawed pages. Because we believe this work is culturally important, we have made it available as part of our commitment to protecting, preserving, and promoting the world's literature. Kessinger Publishing is the place to find hundreds of thousands of rare and hard-to-find books with something of interest for everyone!

Starting with Pals, the first play in this collection, the author demonstrates a flair for the bizarre. In Simply Simon he forces the reader to suspend his disbelief, for all the cows in the village have "forgotten" how to flick their tails. Several of the plays have the Holocaust as a background, and even here Kaufman introduces personages who have a sense of humor. They all need help to make a life for themselves in the tense world we live in. Many characters and plots are reminiscent of personal experiences, although the author insists they are, to a great extent, fictitious. In Lucky To Be Here, he tells of a young boy's impressions in a midsize American city during the years of World War II--largely an account of his own growing-up as a refugee from Nazi Germany. Lifelines also has its roots in the old world. In IS 200, Kaufman comes to terms with the devastating experience of surviving a stroke. All in all, the reader will not be bored!