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The Operator's Manual for the New Administration explains how
government works and how to make it work to advance policy goals
and objectives. Bringing decades of experience in government
administration, the authors have identified eight key
tools-leadership, performance, people, money, contracting,
technology, innovation, and collaboration-that executives must
utilize in order to be successful.
The 'managing for results' movement that began in the early 1990s
has now reached adolescence and is creating new challenges for
government managers. After spending years creating planning and
performance-measuring systems, managers and policy makers now need
to focus on how to use performance information to make data-driven
decisions. Managing Results for 2005 describes through a series of
case studies the progress being made in federal, state, and local
governments in managing for results. Part I increases our
understanding about the potential use of performance information in
government. It starts with a chapter on how government leaders can
overcome obstacles to using performance information. Another
chapter presents a comprehensive framework for tying performance to
the budget process. The book provides specific examples of how
performance information has been used to dramatically improve
program outcomes. Part II presents case studies on the use of
performance information to improve results in a range of federal
agencies, in Texas state government, and in the City of Baltimore.
As pioneering efforts, these examples do not all present success
stories; nevertheless, the lessons learned will be instructive to
public managers as the 'managing for results' movement advances
toward maturity.
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New Ways of Doing Business (Paperback)
Mark A. Abramson, Ann M. Kieffaber; Contributions by John P. Bartkowski, Gary C. Bryner, John J Callahan, …
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R1,858
Discovery Miles 18 580
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Ships in 10 - 15 working days
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In their introduction, the editors of New Ways of Doing Business
assert that in retrospect, it will be apparent that today's
government, that of the early years of the 21st century, "was
undergoing its most significant transformation since the decade of
the 1930's when direct government-delivered services grew
significantly as part of the New Deal." This newest volume in the
IBM Endowment for the Business of Government series is an
invaluable guide to navigating the sometimes controversial changes
taking place in the internal operations of government, the delivery
of services to citizens, and the delivery of environmental
programs. Possibly the most monumental change taking place in our
modern government is the lessening allegiance to the old model of
in-house, in-departmental performance of tasks. The new model asks
"how and by whom can the tasks of government best be performed?"
The answer sometimes lies with another inter-governmental
department, leading to an in-house atmosphere of healthy
competition and entrepreneurship, and sometimes with outside
contractors. New Ways of Doing Business provides descriptions and
guidelines for successfully navigating management under the new
model. There are also dramatic new ways in which services to the
public can now be delivered: via the Internet, via contracts with
private organizations, and via faith-based initiatives and business
improvement districts. Experts provide valuable checklists and
guidelines and case studies exploring the merits and disadvantages
of these new service delivery routes. Finally, New Ways of Doing
Business explores what the editors call one of the most highly
experimental policy arenas in government, that of the delivery of
environmental programs. The authors of these articles explain via
case study analysis many of the innovative programs currently in
existence, and postulate that the traditional "command-and-control"
stance of government to businesses will be superceded by a
flexibility that will allow for incre
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E-Government 2001 (Paperback, 2001)
Mark A. Abramson, Grady E. Means; Contributions by France Belanger, Steven Cohen, William Eimicke, …
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R1,490
Discovery Miles 14 900
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Ships in 10 - 15 working days
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E-Government 2001 provides in-depth case studies of the "state" of
e-government today. The book chronicles the "early days" of
e-government and presents a collective snapshot in time as to where
governments at the federal, state, and local levels are today as
they continue their march toward e-government. Case studies include
analysis of the use of auction models by government, privacy
strategies for e-government, e-commerce applications in government,
the use of the Internet to deliver government services, and a study
of how state employment agencies are using technology to provide
improved service. From these case studies, Mark A. Abramson and
Grady E. Means develop six initial lessons which government leaders
should know before undertaking major e-government initiatives. The
lessons should prove valuable to all executives who aspire to
transform their organizations from traditional bureaucracies to
e-enabled organizations."
In recognition of its 20th anniversary, The IBM Center for the
Business of Government offers a retrospective of the most
significant changes in government management during that period and
looks forward over the next 20 years to offer alternative scenarios
as to what government management might look like by the year 2040.
Part I will discuss significant management improvements in the
federal government over the past 20 years, based in part on a
crowdsourced survey of knowledgeable government officials and
public administration experts in the field. It will draw on themes
and topics examined in the 350 IBM Center reports published over
the past two decades. Part II will outline alternative scenarios of
how government might change over the coming 20 years. The scenarios
will be developed based on a series of envisioning sessions which
are bringing together practitioners and academics to examine the
future. The scenarios will be supplemented with short essays on
various topics. Part II will also include essays by winners of the
Center's Challenge Grant competition. Challenge Grant winners will
be awarded grants to identify futuristic visions of government in
2040. Contributions by Mark A. Abramson, David A. Bray, Daniel J.
Chenok, Lee Feldman, Lora Frecks, Hollie Russon Gilman, Lori
Gordon, John M. Kamensky, Michael J. Keegan, W. Henry Lambright,
Tad McGalliard, Shelley H. Metzenbaum, Marc Ott, Sukumar Rao, and
Darrell M. West.
In recognition of its 20th anniversary, The IBM Center for the
Business of Government offers a retrospective of the most
significant changes in government management during that period and
looks forward over the next 20 years to offer alternative scenarios
as to what government management might look like by the year 2040.
Part I will discuss significant management improvements in the
federal government over the past 20 years, based in part on a
crowdsourced survey of knowledgeable government officials and
public administration experts in the field. It will draw on themes
and topics examined in the 350 IBM Center reports published over
the past two decades. Part II will outline alternative scenarios of
how government might change over the coming 20 years. The scenarios
will be developed based on a series of envisioning sessions which
are bringing together practitioners and academics to examine the
future. The scenarios will be supplemented with short essays on
various topics. Part II will also include essays by winners of the
Center's Challenge Grant competition. Challenge Grant winners will
be awarded grants to identify futuristic visions of government in
2040. Contributions by Mark A. Abramson, David A. Bray, Daniel J.
Chenok, Lee Feldman, Lora Frecks, Hollie Russon Gilman, Lori
Gordon, John M. Kamensky, Michael J. Keegan, W. Henry Lambright,
Tad McGalliard, Shelley H. Metzenbaum, Marc Ott, Sukumar Rao, and
Darrell M. West.
Getting It Done was written for those who have answered the call to
public service. Now, in this 2017 edition, the editors of IBM's
Center for The Business of Government series have assembled a
comprehensive guide to navigating the current environment of
government, and what government leaders ought to know to survive
and thrive with respect to the ways it's evolved over the years.
Concise analyses of the roles and responsibilities of those
involved in any political decision accompany informative and
instructional chapters, each highlighting a key step any public
servant must take to ensure they do all they can for the people and
causes they represent. From the patient and careful study of an
issue, to the assembly of a trusted advisory team and the
development and execution of a focused vision and agenda, leaders
of all kinds will find some part of this book to incorporate into
their own leadership strategies, for which this book's expert and
pragmatic insights prove a refreshing boon.
Getting It Done was written for those who have answered the call to
public service. Now, in this 2017 edition, the editors of IBM's
Center for The Business of Government series have assembled a
comprehensive guide to navigating the current environment of
government, and what government leaders ought to know to survive
and thrive with respect to the ways it's evolved over the years.
Concise analyses of the roles and responsibilities of those
involved in any political decision accompany informative and
instructional chapters, each highlighting a key step any public
servant must take to ensure they do all they can for the people and
causes they represent. From the patient and careful study of an
issue, to the assembly of a trusted advisory team and the
development and execution of a focused vision and agenda, leaders
of all kinds will find some part of this book to incorporate into
their own leadership strategies, for which this book's expert and
pragmatic insights prove a refreshing boon.
Succeeding as a Political Executive: Fifty Insights from Experience
is based on the real-life experience of 64 high-level executives
who served in the Obama Administration. Most were at the agency
head level. From 2009 to 2015, the authors conducted a series of
interviews with these individuals, gaining insights into running
government organizations. This book is aimed at those interested in
the transition of power to the next presidential administration
starting in 2017.
Succeeding as a Political Executive: Fifty Insights from Experience
is based on the real-life experience of 64 high-level executives
who served in the Obama Administration. Most were at the agency
head level. From 2009 to 2015, the authors conducted a series of
interviews with these individuals, gaining insights into running
government organizations. This book is aimed at those interested in
the transition of power to the next presidential administration
starting in 2017.
To understand the challenges of political leadership and how top
executives succeed in accomplishing an Administration s objectives,
business-in-government experts Paul R. Lawrence and Mark A.
Abramson present the findings of a four-year study of top political
appointees in the Obama Administration. The 42 participants Deputy
Secretaries and agency heads provide case studies of how each
approaches the management challenges and achieves the mission of
their organization. Full of behind-the-scenes insights and
practical advice from government political executives on how they
face management challenges in real time, What Government Does: How
Political Executives Manage offers indispensable insights to
current and prospective political appointees and everyone
interested in understanding how leaders make government agencies
more effective. The new book, a follow-up to their previous book,
Paths to Making a Difference: Leading in Government, presents an
insightful framework of what government does. Instead of thinking
about government by policy area, the authors present an alternative
approach in which government executives are categorized by the type
of agency they are managing. The book includes chapters on Deputy
Secretaries, producers, regulators, infrastructors, scientists, and
collaborators."
To understand the challenges of political leadership and how top
executives succeed in accomplishing an Administration s objectives,
business-in-government experts Paul R. Lawrence and Mark A.
Abramson present the findings of a four-year study of top political
appointees in the Obama Administration. The 42 participants Deputy
Secretaries and agency heads provide case studies of how each
approaches the management challenges and achieves the mission of
their organization. Full of behind-the-scenes insights and
practical advice from government political executives on how they
face management challenges in real time, What Government Does: How
Political Executives Manage offers indispensable insights to
current and prospective political appointees and everyone
interested in understanding how leaders make government agencies
more effective. The new book, a follow-up to their previous book,
Paths to Making a Difference: Leading in Government, presents an
insightful framework of what government does. Instead of thinking
about government by policy area, the authors present an alternative
approach in which government executives are categorized by the type
of agency they are managing. The book includes chapters on Deputy
Secretaries, producers, regulators, infrastructors, scientists, and
collaborators."
Getting It Done was written for those who have answered the call to
public service. Now, in this revised edition, the editors of IBM's
Center for The Business of Government series have assembled a
comprehensive guide to navigating the current environment of
government, and what government leaders ought to know to survive
and thrive with respect to the ways it's evolved over the years.
Concise analyses of the roles and responsibilities of those
involved in any political decision accompany informative and
instructional chapters, each highlighting a key step any public
servant must take to ensure they do all they can for the people and
causes they represent. From the patient and careful study of an
issue, to the assembly of a trusted advisory team and the
development and execution of a focused vision and agenda, leaders
of all kinds will find some part of this book to incorporate into
their own leadership strategies, for which this book's expert and
pragmatic insights prove a refreshing boon.
To understand the challenges of political leadership and how top
executives succeed in accomplishing an administration's objectives,
business in government experts Paul R. Lawrence and Mark A.
Abramson present the findings of a two year's study of top
political appointees in the Obama administration. The
participants-deputy secretaries and agency heads-provide case
studies of how each approaches the management challenges and
achieves the mission of their organization. Full of
behind-the-scenes insights and practical advice from government
political executives on how they face management challenges in real
time, Paths to Making a Difference: Leading in Government offers
indispensable insights to current and prospective political
appointees and everyone interested in understanding how leaders
work to make government agencies more effective.
To understand the challenges of political leadership and how top
executives succeed in accomplishing an administration's objectives,
business in government experts Paul R. Lawrence and Mark A.
Abramson present the findings of a two year's study of top
political appointees in the Obama administration. The participants
deputy secretaries and agency heads provide case studies of how
each approaches the management challenges and achieves the mission
of their organization. Full of behind-the-scenes insights and
practical advice from government political executives on how they
face management challenges in real time, Paths to Making a
Difference: Leading in Government offers indispensable insights to
current and prospective political appointees and everyone
interested in understanding how leaders work to make government
agencies more effective.
The Operator's Manual for the New Administration explains how
government works and how to make it work to advance policy goals
and objectives. Bringing decades of experience in government
administration, the authors have identified eight key
tools-leadership, performance, people, money, contracting,
technology, innovation, and collaboration-that executives must
utilize in order to be successful.
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Human Capital 2004 (Paperback, New)
Jonathan D. Breul, Nicole Willenz Gardner; Contributions by Mark A. Abramson, Michael Barzeklay, Lisa B. Bingham, …
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R1,972
Discovery Miles 19 720
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Ships in 10 - 15 working days
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Governments today face a growing set of challenges around the
recruitment, retention, and management of their workforces. In
short, the job of government today is straightforward: getting the
best from its biggest assets-its people. Getting the most from
people and building a workplace that promotes top performance is a
huge challenge-one that we call "human capital management." Human
capital management is increasingly important in an environment
where governments are trying to directly improve the performance of
their organizations by increasing the "outputs" of their people.
The editors of Human Capital 2004 consider this essential element
to an effective and efficient management of public agencies. After
explaining the role of human capital management and its inherent
challenges, the book is divided into two parts, each presenting
compelling case studies. The first part explores the workplace
challenges. Here the challenge is that of building a workplace,
supported by an effective, streamlined personnel system, that
promotes top performance. Case studies analyze the IRS, USAID,
USPS, and civil service reform in Texas, Georgia, and Florida. The
second challenge to human capital management relates to people. The
challenge here is getting the most from people. The case studies
considered in the portion of the book analyze the Air Force
Materiel Command, the Upstate New York Veterans Healthcare Network,
the Defense Leadership and Management Program, and the U.S. Army's
program on officer retention.
As government faces more complex problems, and citizens expect
more, the way government delivers services and results is changing
rapidly. The traditional model of government agencies administering
hundreds of programs by themselves is giving way to one-stop
services and cross-agency results. This translation implies
collaboration--within agencies; among agencies; among levels of
governments; and among the public, private, and nonprofit sectors.
The first part of this book describes what networks and
partnerships are. The second part presents case examples of how
collaborative approaches have actually worked in the public sector,
when they should be used, and what it takes to manage and
coordinate them.
As government faces more complex problems, and citizens expect
more, the way government delivers services and results is changing
rapidly. The traditional model of government agencies administering
hundreds of programs by themselves is giving way to one-stop
services and cross-agency results. This translation implies
collaborationOCowithin agencies; among agencies; among levels of
governments; and among the public, private, and nonprofit sectors.
The first part of this book describes what networks and
partnerships are. The second part presents case examples of how
collaborative approaches have actually worked in the public sector,
when they should be used, and what it takes to manage and
coordinate them."
The ninth book in the IBM Endowment Series on the Business of
Government, The Procurement Revolution continues the tradition of
timely and vital information dissemination, which the series has
come to stand for. Focusing on the profound and revolutionary
changes the government has had and will have to make in its
approach to procuring goods and services, this book strives to
capture the creativity and energy that can and should be brought to
government procurement.
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E-Government 2003 (Paperback, New)
Mark A. Abramson, Therese L. Morin; Contributions by Genie N. L. Stowers, Diana Burley Gant, Jon P. Gant, …
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R1,673
Discovery Miles 16 730
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Ships in 10 - 15 working days
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This work provides in-depth case studies of the state of
e-government today. The book chronicles the early days of
e-government and presents a collective snapshot in time as to where
governments - at the federal, state and local levels - are today as
they continue their march toward e-government. Editors Abramson and
Morin present a comprehensive progress report on e-government
before a distinguished list of contributors discuss such varied
topics as the quality of federal websites, technology and
innovation in the State Department, online voting and the
public-sector information security. Through grants for research and
forms, the IBM Endowment for the Business of Government stimulates
research and facilitates discussion on new approaches to improving
the effectiveness of government at the federal, state, local and
international levels.
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Leaders (Paperback)
Mark A. Abramson, Kevin M. Bacon; Contributions by Janet Vinzant Denhardt, Robert B. Denhardt, Mark W. Huddleston, …
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R1,490
Discovery Miles 14 900
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Ships in 10 - 15 working days
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Leaders provides six in-depth studies of leaders who demonstrate a
new style of leadership for the 21st century. W. Henry Lambright
describes how Dr. Francis Collins is leading the Human Genome
Project at the National Institutes of Health. Norma Riccucci
presents a case study of how Dr. Helene Gayle led the nation's
fight against HIV/AIDS and other sexually transmitted diseases.
Beryl Radin analyzes the leadership style of Donna Shalala at the
Department of Health and Human Services. Robert B. Denhardt and
Janet Vinzant Denhardt present case studies of three local
government leaders who are redefining the job of the local
government executives. Paul A. Teske and Mark Schneider describe
how principals are changing the New York City school system. Mark
Huddleston presents his conversations with the federal government's
leading senior civil servants. From these case studies, Mark A.
Abramson and Kevin M. Bacon describe how 21st century leaders
differ from their predecessors and what organizations can do today
to develop future 21st century leaders.
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Innovation (Paperback)
Mark A. Abramson, Ian D Littman; Contributions by Sandford Borins, Janet Vinzant Denhardt, Robert B. Denhardt, …
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R1,484
Discovery Miles 14 840
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Ships in 10 - 15 working days
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Innovation provides five in-depth studies on the 'state' of
innovation in government today. Jonathan Walters analyzes what he
has learned from studying winners of the Ford Foundation/Kennedy
School Innovations in Government awards program. Sandford Borins
examines the five building blocks of innovation. Janet Vinzant
Denhardt and Robert Denhardt tell us how Phoenix created a culture
of innovation within city government. William Eimicke studied San
Diego County, California to find out how innovative programs can be
implemented in a large county government. Scott Tarry presents five
case studies of metropolitan airport authorities and how they
attempted to foster innovation. From these case studies, Mark A.
Abramson and Ian D. Littman discuss what we know about innovation
and what we have learned about fostering, implementing, and
replicating it. They also discuss the relationship between the
innovator and innovation.
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Transforming Organizations (Paperback)
Mark A. Abramson, Paul R. Lawrence; Contributions by Carolyn L. Clark-Daniels, R. Steven Daniels, Marilyn A. DeLuca, …
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R2,035
Discovery Miles 20 350
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Ships in 10 - 15 working days
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Transforming Organizations provides in-depth case studies of
outstanding government executives who dramatically changed both the
performance and management of their organizations. The book
includes case studies of Dan Goldin of the National Aeronautics and
Space Administration, Ken Kizer of the Veterans Health
Administration, James Lee Witt of the Federal Emergency Management
Agency, and four high-ranking government officials who changed
procurement in the Department of Defense. In addition, the book
includes interviews with NASA Administrator Goldin and FEMA's
Director Witt. The volume also includes an essay by Ken Kizer on
his experience transforming the Veterans Health Administration.
From these case studies, Mark A. Abramson and Paul R. Lawrence
develop eight lessons that all executives can learn from in
transforming their organization: select the right person, involve
key players, engage employees, and persevere.
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