Colonial rule distorts a colony's economy and its society, and British rule was no exception. British policies led to a stratified American colonial society with slaves on the bottom and white settlers on top. The divided society functioned through laws that imposed rules and defined roles of the respective races. This occurred in other colonies too, often leading to strife that continues today. Especially since World War II the United States seems finally to have been able to remove many laws and practices that had created barriers between races in the divided society. Appeals to legitimacy, such as by abolitionists and the Civil Rights Movement, were essential to change laws from support of the divided society to instruments for disestablishing it. Thanks to the rule of law - another important British legacy -- the U.S. is much farther along than many former colonies in making progress. By highlighting the history of the interplay of two fundamental concepts, the divided society and the rule of law, and briefly contrasting the experiences of other former colonies, this book shows how the United States has made significant long-term progress, although incomplete, and ways for this to continue today.

9/11 revealed serious public sector shortcomings in such areas as border security and immigration control, cybersecurity, and first responses to hostile acts. This book focuses on how to make government more effective, especially in our post-9/11 era of heightened concern for national and homeland security. "Meeting the Challenge of 9/11" is a top-to-bottom guidebook for improving government organization and performance. While it specifically addresses the key issues of homeland security (biodefense, border security, immigration control, and infrastructure protection), it has a broader agenda - the renewal of an effective, well-managed government. The chapter authors have extensive senior-level experience in managing government organizations or in analyzing government organization and management. Most are Fellows of the National Academy of Public Administration and active participants in NAPA's Standing Panel on Executive Organization and Management.

9/11 revealed serious public sector shortcomings in such areas as border security and immigration control, cybersecurity, and first responses to hostile acts. This book focuses on how to make government more effective, especially in our post-9/11 era of heightened concern for national and homeland security. "Meeting the Challenge of 9/11" is a top-to-bottom guidebook for improving government organization and performance. While it specifically addresses the key issues of homeland security (biodefense, border security, immigration control, and infrastructure protection), it has a broader agenda - the renewal of an effective, well-managed government. The chapter authors have extensive senior-level experience in managing government organizations or in analyzing government organization and management. Most are Fellows of the National Academy of Public Administration and active participants in NAPA's Standing Panel on Executive Organization and Management.

Through a series of case studies and selected special topics, Public Sector Enterprise Risk Management presents examples from leading Enterprise Risk Management (ERM) programs on overcoming bureaucratic obstacles, developing a positive risk culture, and making ERM a valuable part of day-to-day management. Specifically designed to help government risk managers, with concepts and approaches to help them advance risk management beyond the basics, the book: Provides a balanced mix of concepts, instruction and examples; Addresses topics that go beyond the basics of Enterprise Risk Management (ERM) program design and implementation; Includes insights from leading practitioners and other senior officials. Many government organizations can refer to the growing body of materials that provide examples of ERM processes and procedures. Far fewer reference materials and examples exist to help organizations develop a risk-mature organizational culture that is critical to the long-term success and strategic value that ERM represents to government organizations. Public Sector Enterprise Risk Management begins to fill that void and is intended to help public sector risk managers overcome barriers that inhibit ERM from becoming an active contributor to major decisions that top officials must make.

Through a series of case studies and selected special topics, Public Sector Enterprise Risk Management presents examples from leading Enterprise Risk Management (ERM) programs on overcoming bureaucratic obstacles, developing a positive risk culture, and making ERM a valuable part of day-to-day management. Specifically designed to help government risk managers, with concepts and approaches to help them advance risk management beyond the basics, the book: Provides a balanced mix of concepts, instruction and examples; Addresses topics that go beyond the basics of Enterprise Risk Management (ERM) program design and implementation; Includes insights from leading practitioners and other senior officials. Many government organizations can refer to the growing body of materials that provide examples of ERM processes and procedures. Far fewer reference materials and examples exist to help organizations develop a risk-mature organizational culture that is critical to the long-term success and strategic value that ERM represents to government organizations. Public Sector Enterprise Risk Management begins to fill that void and is intended to help public sector risk managers overcome barriers that inhibit ERM from becoming an active contributor to major decisions that top officials must make.

Colonial rule distorts a colony's economy and its society, and British rule was no exception. British policies led to a stratified American colonial society with slaves on the bottom and white settlers on top. The divided society functioned through laws that imposed rules and defined roles of the respective races. This occurred in other colonies too, often leading to strife that continues today. Especially since World War II the United States seems finally to have been able to remove many laws and practices that had created barriers between races in the divided society. Appeals to legitimacy, such as by abolitionists and the Civil Rights Movement, were essential to change laws from support of the divided society to instruments for disestablishing it. Thanks to the rule of law - another important British legacy -- the U.S. is much farther along than many former colonies in making progress. By highlighting the history of the interplay of two fundamental concepts, the divided society and the rule of law, and briefly contrasting the experiences of other former colonies, this book shows how the United States has made significant long-term progress, although incomplete, and ways for this to continue today.

Why did some firms weather the financial crisis and others not? This book builds on the author's interviews and access to internal documents from over a dozen major financial companies, investigates their workings, reveals what went wrong and discovers a remedy. A critical difference between successful and unsuccessful firms is a culture that encourages respectful challenge, what the book calls "constructive dialogue. " At successful firms top management engaged in constructive dialogue with the board, a strong management team, and the chief risk officer, among others, in making a decision; firms that failed often featured overbearing (or distracted) CEOs or unit heads, supine boards, incapable management, ineffective risk officers, and poor communications both across silos and up the hierarchy. They often lacked ability to manage the firm as an integrated organization. Companies need good management, and not only good risk management, to stay out of trouble. Successful companies operated with strong information systems and a culture of good communications that brought issues promptly to top management so the company could adjust its operations accordingly. Successful managers had discipline to ask simple questions and pursue answers until they understood the risk-reward tradeoffs in their activities. Regulators too made mistakes. They didn't feel empowered to rein in companies that - at least before the crisis - seemed so profitable. Instead of waiting for a company to take losses, the book recommends that they use "constructive dialogue " as a test of good management and that supervisors require evidence that major business decisions result from a robust process rather than merely the will of a powerful CEO or heads of revenue-producing units. Companies in turn should use their regulator as a potential source of useful feedback. The book concludes by looking at major firms in other industries and finds that its conclusions apply to these companies too.