Bureaucracy and Democracy : Accountability and Performance,9781608717170

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Bureaucracy and Democracy : Accountability and Performance

by Gormley, William T., Jr.; Balla, Steven J.

Edition:

3rd

ISBN13:

9781608717170

ISBN10:

1608717178

Format:

Paperback

Pub. Date:

1/19/2012

Publisher(s):

Cq Pr

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Summary

Given the influence and impact of public bureaucracies in policy implementation, and the accountability they owe to the American public, their performance must be assessed in a systematic manner. With this new edition, Gormley and Balla revisit their four key perspectives-bounded rationality, principal-agent theory, interest group mobilization, and network theory-to help students develop an analytic framework for comprehensively evaluating bureaucratic performance.

Author Biography

William T. Gormley Jr. is university professor and professor of government and public policy of Georgetown University. He is also a Fellow of the National Academy of Public Administration and a past president of the Public Policy Section of the American Political Science Association. Steven J. Balla is associate professor of political science, public policy and public administration, and international affairs at george Washington University. He is also a research associate at the George Washington Institute of Public Policy and a senior scholar at the Regulatory Studies Center.

Tables and Figures	p. xi
Preface	p. xiii
Bureaucracies as Policymaking Organizations	p. 1
The Contours of Public Bureaucracy	p. 6
Accountability and Performance in Public Bureaucracies	p. 7
Accountability and its Many Faces	p. 12
The Evolution of Accountability	p. 14
The Limits of Accountability	p. 15
The Push for Performance	p. 16
The Government Performance and Results Act	p. 19
The Program Assessment Rating Tool	p. 21
Agency Reputations in the Real World	p. 23
Accountability and Performance: Theories and Applications	p. 25
Bureaucratic Reasoning	p. 34
The Bounded Rationality Model	p. 37
Simplified Problem Solving	p. 40
Problem Disaggregation	p. 41
Standard Operating Procedures	p. 42
Sunk Costs	p. 46
Simulations and Tests	p. 47
Evidence-Based Research	p. 48
Implications for Policy Analysis	p. 49
Motivation	p. 51
Empathy and Commitment	p. 51
Representative Bureaucracy	p. 53
Money as a Motivator	p. 54
Attitudes toward Risk	p. 55
Organizational Advancement	p. 56
Promoting Organizational Cohesion	p. 58
Consequences of Bounded Rationality	p. 60
A Narrow Search	p. 60
Problem Disaggregation	p. 61
Approximations	p. 63
Standard Operating Procedures	p. 63
Conclusion	p. 65
The Bureaucracy's Bosses	p. 71
Delegation, Adverse Selection, and Moral Hazard	p. 73
Why Bureaucracy?	p. 76
Why Delegation Varies	p. 78
Implementing Child Care Legislation	p. 81
Managing Delegation	p. 83
Presidential Power	p. 84
Congressional Control of the Bureaucracy	p. 95
Judicial Review	p. 103
Principal-Agent Theory and the Bureaucracy's Clients	p. 108
Principals and Principles	p. 109
The Bureaucracy's Clients	p. 117
The Benefits, Costs, and Politics of Public Policy	p. 119
The Rise and Fall of Iron Triangles	p. 122
The Venues of Client Participation	p. 127
The Notice and Comment Process	p. 127
Advisory Committees and Other Venues of Collaboration	p. 130
Political Intervention	p. 133
Client Participation and the Internet	p. 134
Client Influence on Bureaucratic Policymaking	p. 139
Business Organizations	p. 141
Public Interest Groups	p. 143
State and Local Governments	p. 145
Clients and the Institutions of Government	p. 148
Client Participation: Three Lessons and Beyond	p. 149
Who Participates Varies	p. 149
Venues Vary	p. 150
Influence Varies	p. 150
Bureaucratic Networks	p. 158
Networks versus Hierarchies	p. 161
Network Theory	p. 162
The Tools Approach	p. 165
Types of Bureaucratic Networks	p. 167
Intergovernmental Relationships	p. 167
Environmental Protection	p. 168
Health Policy	p. 172
Race to the Top in Education	p. 176
Welfare Reform	p. 177
Public-Private Partnerships	p. 177
Contracting Out	p. 178
Partnerships without Contracts	p. 181
Interagency Networks	p. 183
The Cabinet	p. 184
Office of Management and Budget	p. 185
Interagency Coordination	p. 186
Czars	p. 189
Network Effectiveness	p. 194
The Effectiveness of Policy Tools	p. 195
Grants-in-Aid	p. 195
Regulation	p. 198
Information	p. 199
Networks and Public Bureaucracy	p. 201
The Politics of Disaster Management	p. 212
The Gulf of Mexico: Two Crises with Precedent	p. 214
Hurricane Katrina	p. 214
FEMA's Evolution	p. 215
Katrina Strikes	p. 218
Applying the Theories	p. 220
The Coast Guard and Other Success Stories	p. 224
The Deepwater Horizon Oil Spill	p. 226
Bounded Rationality on the Deepwater Horizon	p. 227
Networks and Oil Exploration	p. 228
The Minerals Management Service: A Problematic Principal	p. 230
Of Booms, Berms, and Client Politics	p. 232
September 11, 2001: A Crisis without Precedent	p. 236
The First Response	p. 237
Bureaucracy after 9/11	p. 239
The Iraq War and the Intelligence Community	p. 242
Bureaucratic Theories and the Politics of Homeland Security	p. 244
Avian Influenza: A Crisis in the Making?	p. 248
National Strategy for Pandemic Influenza	p. 250
Using the Theories to Forecast	p. 252
Evaluating Bureaucracy in Light of the Theories	p. 256
Why are Some Bureaucracies Better than Others?	p. 267
Rating the Performance of Agencies	p. 268
Explaining Variations in Performance	p. 269
Tasks	p. 270
Relationships	p. 275
Political Support	p. 277
Leadership	p. 281
Alternative Rating Systems	p. 285
Bureaucracy in the Twenty-First Century	p. 287
Web Resources	p. 295
Index	p. 299
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