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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.
This widely praised work provides a framework for the many voices
calling for the reaffirmation of democratic values, citizenship,
and service in the public interest. The expanded edition includes
an all-new chapter that addresses the practical issues of applying
these ideals in actual, real-life situations. "The New Public
Service, Expanded Edition" is organized around a set of seven core
principles: serve citizens, not customers; seek the public
interest; value citizenship and public service above
entrepreneurship; think strategically, act democratically;
recognize that accountability isn't simple; serve, rather than
steer; and value people, not just productivity. The book 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. All students and serious practitioners in
public administration and public policy should read this book.
While debates about public policy issues will surely continue, this
compact, clearly written volume provides an important framework for
public service based on and fully integrated with citizen discourse
and the public interest.
Most successful leaders know that leadership is an art, not a
science. They recognize that beyond all the sophisticated systems
and theories, the strategies and tactics, leadership is ultimately
about intangible things such as timing, intuition, and passion This
book shows how successful leaders can master the artistic aspects
of their work. It guides readers to the ways that the leadership
can be practiced and learned. "The Dance of Leadership" explores
the art of leadership by examining the perspectives, training, and
insights of artists, most particularly in the fields of music and
dance. The authors look at how these people learn their craft,
practice their skills, and attain mastery of their art. Then they
adapt these lessons from the arts to the experiences of successful
leaders in all fields. This book incorporates in-depth interviews
with some of the world's premier artists and writers, as well as
dozens of leader business, government, the military, and sports.
The result is a book that celebrates the art of leadership - but an
art that can learned, developed, and practiced.
Most successful leaders know that leadership is an art, not a
science. They recognize that beyond all the sophisticated systems
and theories, the strategies and tactics, leadership is ultimately
about intangible things such as timing, intuition, and passion This
book shows how successful leaders can master the artistic aspects
of their work. It guides readers to the ways that the leadership
can be practiced and learned. "The Dance of Leadership" explores
the art of leadership by examining the perspectives, training, and
insights of artists, most particularly in the fields of music and
dance. The authors look at how these people learn their craft,
practice their skills, and attain mastery of their art. Then they
adapt these lessons from the arts to the experiences of successful
leaders in all fields. This book incorporates in-depth interviews
with some of the world's premier artists and writers, as well as
dozens of leader business, government, the military, and sports.
The result is a book that celebrates the art of leadership - but an
art that can learned, developed, and practiced.
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.
"This is a well-thought-out and well-researched textbook on human
behavior and relations in organizations. . . .The extensive use of
case studies and examples makes the material easy to grasp and
apply." -M.S. Kinoti, Ph.D., Regis University Managing Human
Behavior in Public and Nonprofit Organizations, Fifth Edition is an
established core text designed to help students develop their
leadership and management skills. Bestselling authors Denhardt,
Denhardt, Aristigueta, and Rawlings cover important topics such as
stress, decision-making, motivation, leadership, teams,
communication, and change. Cases, self-assessment exercises, and
numerous examples provide students with the opportunity to apply
concepts and theories discussed in the chapter. Focusing
exclusively on organizational behavior in both public and nonprofit
organizations, this text is a must-read for students in public
administration programs. New to the Fifth Edition: Increased
attention to issues related to nonprofit organizations helps
students develop a better understanding of the differences and
similarities in public and nonprofit organizations, as well as the
way they interact with one another and with the private sector.
Broadened coverage of issues related to ethics and diversity offers
students a broader perspective on important issues to consider,
such as the examination of implicit and explicit bias, generational
differences, and power and privilege. Additional discussions of
collaboration, inclusion, and participation, both within the
organization and with external constituencies, show students the
value rationale for engagement and its practical effects. Revised
and updated information on emerging technology illustrates to
students how an increasingly digital, connected, and networked
environment affects our ability to manage public and nonprofit
organizations. New cases, examples, self-assessments, and exercises
cover recent developments in research and practice to engage
students with relevant ways to practice and improve their
management skills. Give your students the SAGE edge! SAGE edge
offers a robust online environment featuring an impressive array of
free tools and resources for review, study, and further
exploration, keeping both instructors and students on the cutting
edge of teaching and learning.
Examining public service from the perspective of the worker, this
book provides a new framework for understanding the roles and
responsibilities of front-line public servants and assessing the
appropriateness of their actions. Public employees who work at
street level face some of the most intractable, pervasive, and
complex problems in contemporary society. Drawing on more than 1500
hours of observation of police officers and social service workers
in four states, this book explores the types of situations they
confront, the factors they consider, and the hard choices they
make. Presenting numerous cases of how these individuals acted in
various situations, the authors show how public servants translate
the expectations of administrators and others into legitimate
street-level action. Vinzant and Crothers propose the concept of
leadership as a positive and realistic framework for understanding
what these public servants do and how they can successfully meet
the daily challenges of their very difficult and complex jobs. They
show how changing the theory and language we use to describe
street-level work can encourage decisions that are responsive both
to the needs of the clients being served and to the broader
community's need for accountability. They also examine how
street-level leadership can change the way agencies recruit, train,
and manage these employees and how society defines their role in
governance. This book offers valuable insights for those working in
or studying public administration, policy analysis, criminal
justice, and social work.
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