Bureaucracy and Democracy

by Gormley, William T., JR.

• ISBN13: 9781568027609
• ISBN10: 1568027605
• Format: Paperback
• Copyright: 2003-08-01
• Publisher: Cq Pr

Table of Contents

Tables and Figures	xi
Preface	xiii
Chapter 1: Bureaucracies as Policymaking Organizations	1	(25)
The Contours of Public Bureaucracy	4	(1)
Accountability and Performance in Public Bureaucracies	5	(5)
Accountability and Its Many Faces	10	(4)
The Evolution of Accountability	12	(1)
The Limits of Accountability	13	(1)
The Push for Performance	14	(8)
The Government Performance and Results Act	16	(3)
Agency Reputations in the Real World	19	(3)
Accountability and Performance: Theories and Applications	22	(4)
Chapter 2: Bureaucratic Reasoning	26	(25)
The Bounded Rationality Model	28	(2)
Simplified Problem Solving	30	(6)
Problem Disaggregation	31	(1)
Standard Operating Procedures	32	(2)
Sunk Costs	34	(1)
Simulations and Tests	35	(1)
Implications for Policy Analysis	36	(1)
Motivation	37	(7)
Empathy and Commitment	38	(1)
Attitudes toward Risk	39	(2)
Organizational Advancement	41	(1)
Promoting Organizational Cohesion	42	(2)
Consequences of Bounded Rationality	44	(4)
A Narrow Search	44	(1)
Problem Disaggregation	45	(1)
Approximations	46	(1)
Standard Operating Procedures	47	(1)
Conclusion	48	(3)
Chapter 3: The Bureaucracy's Bosses	51	(31)
Delegation, Adverse Selection, and Moral Hazard	53	(2)
Why Bureaucracy?	55	(8)
Why Delegation Varies	58	(2)
Implementing Childcare Legislation	60	(3)
Managing Delegation	63	(15)
Presidential Power	63	(5)
Congressional Control of the Bureaucracy	68	(6)
Judicial Review	74	(4)
Principal-Agent Theory and the Bureaucracy's Clients	78	(2)
Principals and Principles	80	(2)
Chapter 4: The Bureaucracy's Clients	82	(30)
The Benefits, Costs, and Politics of Public Policy	84	(3)
The Rise and Fall of Iron Triangles	87	(5)
The Venues of Client Participation	92	(8)
The Notice and Comment Process	92	(2)
Advisory Committees and Other Venues of Collaboration	94	(2)
Political Intervention	96	(1)
Client Participation and the Internet	97	(3)
Client Influence on Bureaucratic Policymaking	100	(8)
Business Organizations	102	(2)
Public Interest Groups	104	(2)
State and Local Governments	106	(2)
Clients and the Institutions of Government	108	(1)
Client Participation: Three Lessons and Beyond	109	(3)
Who Participates Varies	109	(1)
Venues Vary	110	(1)
Influence Varies	110	(2)
Chapter 5: Networks	112	(36)
Network Theory	114	(3)
The Tools Approach	117	(3)
Intergovernmental Relations	120	(6)
Environmental Protection	120	(2)
Health Policy	122	(4)
Public-Private Partnerships	126	(4)
Contracting Out	126	(1)
Energy Policy	127	(1)
Mental Health Policy	128	(1)
Welfare Policy	128	(1)
Corrections	129	(1)
Partnerships without Contracts	130	(1)
Environmental Protection	130	(1)
Emergencies	130	(1)
Interagency Networks	131	(3)
The Cabinet	131	(1)
The Office of Management and Budget	132	(2)
Interagency Coordination	134	(1)
Czars	135	(4)
Networks' Effectiveness	139	(1)
Tools' Effectiveness	140	(5)
Grants-in-Aid	140	(2)
Regulation	142	(1)
Information	143	(2)
Networks: Some Conclusions	145	(3)
Chapter 6: Bringing the Theoretical Frameworks Together: Four Bureaucracies in Action	148	(16)
The Federal Trade Commission: An Agency Out of Control?	150	(3)
The Centers for Medicare and Medicaid Services: To Waive or Not to Waive?	153	(4)
The Florida Department of Environmental Protection: Accountability through Performance Reports	157	(2)
The Maryland Department of Health and Mental Hygiene: The Promise and Limitations of Leadership	159	(3)
Lessons and Limitations	162	(2)
Chapter 7: Why Are Some Bureaucracies Better Than Others?	164	(19)
Rating the Performance of Agencies	165	(1)
Explaining Variations in Performance	166	(12)
Tasks	167	(4)
Political Support	171	(4)
Leadership	175	(3)
Bureaucracy in the Twenty-First Century	178	(5)
Appendix: Web Resources	183	(4)
Notes	187	(16)
Index	203