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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.
If you are interested in becoming a better leader, this book is a
great place to start. Rather than using the familiar textbook
approach, leadership expert Robert Denhardt offers practical
lessons drawn from a lively year-long correspondence with two
(fictional) former students about their experiences in leadership.
The letters explore the deeply personal issues these and other
young and emerging leaders are facing - what the skills and
personal qualities are that you need for contemporary leadership,
what will leadership mean to you and those you lead, and even why
or why not you might want to become a leader. Along the way, the
book speaks to the big picture, arguing that leadership today has
been stripped of its historic contribution to creating meaningful
human experience and has been reduced to a technical exercise in
executive management. Based on his experience of teaching
leadership to thousands of undergraduates, graduate students, and
advanced practitioners, Denhardt speaks person-to-person with young
leaders about their questions and their concerns as they enter into
the somewhat flawed world of leadership today. The result is a call
for a new leadership for a new generation. This book will be
valuable to students enrolled in regular and executive degree
programs in leadership, business management, public administration,
nonprofit management, educational administration, and many other
fields. It also speaks to young leaders out of school but committed
to enhancing their leadership. Indeed, readers of all ages will
learn lessons relevant to their own professional development.
If you are interested in becoming a better leader, this book is a
great place to start. Rather than using the familiar textbook
approach, leadership expert Robert Denhardt offers practical
lessons drawn from a lively year-long correspondence with two
(fictional) former students about their experiences in leadership.
The letters explore the deeply personal issues these and other
young and emerging leaders are facing - what the skills and
personal qualities are that you need for contemporary leadership,
what will leadership mean to you and those you lead, and even why
or why not you might want to become a leader. Along the way, the
book speaks to the big picture, arguing that leadership today has
been stripped of its historic contribution to creating meaningful
human experience and has been reduced to a technical exercise in
executive management. Based on his experience of teaching
leadership to thousands of undergraduates, graduate students, and
advanced practitioners, Denhardt speaks person-to-person with young
leaders about their questions and their concerns as they enter into
the somewhat flawed world of leadership today. The result is a call
for a new leadership for a new generation. This book will be
valuable to students enrolled in regular and executive degree
programs in leadership, business management, public administration,
nonprofit management, educational administration, and many other
fields. It also speaks to young leaders out of school but committed
to enhancing their leadership. Indeed, readers of all ages will
learn lessons relevant to their own professional development.
"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.
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.
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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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