Managing The Public Sector

by Starling, Grover

• ISBN13: 9780534631505
• ISBN10: 0534631509
• Edition: 7th
• Format: Hardcover
• Copyright: 2004-12-23
• Publisher: Wadsworth Publishing

Summary

Combining the most current public management thinking and research with examples of how organizations apply these ideas, MANAGING THE PUBLIC SECTOR is a comprehensive introduction to the field. In its seventh edition, the goal of the text remains the same; it seeks to engage the student's intellect by going beyond providing the basic foundation of management. The text places the application of management in the context of the public sector and tries to capture some of the excitement and challenge of the field.

Table of Contents

Box List	xv
Preface	xvii
The Nature of Public Administration	1	(56)
What Is Public Administration?	1	(1)
Who Are Public Administrators?	2	(6)
Facing New Challenges at New York City's Department of Transportation	2	(3)
Facing New Challenges at the Wyman Center	5	(3)
Classifying Public Administration by Level	8	(1)
Where Do Public Administrators Work?	8	(9)
The Public Sector: Government	9	(2)
The Public Sector: Nonprofits	11	(3)
The Private Sector	14	(2)
The Interdependence of the Three Sectors	16	(1)
How Do Public Administrators Manage?	17	(14)
Management Skills	18	(4)
Management Roles	22	(9)
Why Public Administration at All?	31	(2)
When Did Public Administration Emerge as a Field of Study?	33	(14)
The Madisonian Perspective	33	(3)
The Wilsonian Perspective	36	(4)
The Rooseveltian Perspective	40	(2)
Concluding Observations	42	(5)
Concepts for Review	47	(1)
Key Points	47	(2)
Problems and Applications	49	(1)
Favorite Bookmarks	50	(1)
Notes	51	(2)
Case 1.1 The FBI and Robert Mueller	53	(4)
PART ONE POLITICAL MANAGEMENT	57	(160)
The Political-Legal Environment of Administration	58	(60)
Why Administration Should Not Be Separated from Politics	58	(5)
The Anatomy of a Political Strategy	59	(1)
The Interaction of Political and Management Strategies	60	(3)
Administration in the Field of Policy Determination	63	(8)
Formulation of Policy	63	(1)
Implementation of Policy	64	(5)
A Simple Descriptive Model of the Administrative Process	69	(2)
Administration in the Force Field of Politics	71	(23)
The Legislative Connection	73	(5)
The Political Appointee Connection	78	(2)
The Courts	80	(8)
The Client Connection	88	(1)
The Cognate Agency Connection	89	(1)
The Media Connection	90	(1)
The Activist Connection	91	(1)
The People	92	(2)
Political Competency	94	(12)
Resources	94	(4)
Costs	98	(1)
Stakeholders	98	(2)
Strategies	100	(6)
Concepts for Review	106	(1)
Key Points	106	(3)
Problems and Applications	109	(1)
Favorite Bookmarks	109	(1)
Notes	110	(2)
Case 2.1 Cleaning the Air at the West Carolina Environmental Protection Agency	112	(2)
Case 2.2 The Prince	114	(4)
Intergovernmental Relations	118	(45)
Federalism and Intergovernmental Relations Compared	119	(1)
Federal-State Relations: A Historical Perspective	120	(12)
The Era of Dual Federalism (1789--1933)	120	(1)
The Era of Cooperative Federalism (1933--1960)	121	(1)
The Era of Creative Federalism (1960--1968)	121	(4)
The Era of New Federalism (1968--1980)	125	(1)
The Era of the New New Federalism (1980--1993)	126	(1)
The Era of Devolution (1993--Present)	127	(1)
Looking Ahead	128	(4)
Federal-State Relations: An Economic Perspective	132	(2)
Other Important Relationships in the Intergovernmental System	134	(8)
State-State Relations	134	(2)
State-Local Relations	136	(2)
Local-Local Relations	138	(4)
Managerial Implications	142	(10)
Principal-Agent Theory	142	(4)
Negotiating	146	(6)
Concepts for Review	152	(1)
Key Points	153	(2)
Problems and Applications	155	(1)
Favorite Bookmarks	156	(1)
Notes	156	(2)
Case 3.1 Wichita Confronts Contamination	158	(5)
Administrative Responsibility and Ethics	163	(54)
The Ideal of Administrative Responsibility	165	(14)
Responsiveness	165	(3)
Fairness	168	(1)
Flexibility	169	(3)
Honesty	172	(4)
Accountability	176	(1)
Competence	177	(2)
External and Internal Controls	179	(12)
Judiciary	180	(4)
Agency Head	184	(1)
Ombudsman	185	(1)
Whistle-Blower Statutes	186	(2)
Citizen Participation	188	(1)
Professional Codes	188	(1)
Representative Bureaucracy	189	(1)
Public Interest	190	(1)
Ethical Analysis	191	(14)
Why Study Ethics?	192	(2)
Five Approaches to Ethics	194	(9)
A Methodology for Ethical Analysis	203	(2)
Concluding Observations	205	(1)
Concepts for Review	205	(1)
Key Points	206	(2)
Problems and Applications	208	(1)
Favorite Bookmarks	209	(1)
Notes	209	(2)
Case 4.1 Dirty Laundry, Online	211	(2)
Case 4.2 The FDA Task Force	213	(1)
Case 4.3 Priscilla Hudson	214	(1)
Case 4.4 John Drake and the Global Development and Assistance Alliance	215	(2)
PART TWO PROGRAM MANAGEMENT	217	(238)
Planning	218	(56)
Overview of Goals and Plans	219	(3)
Some Useful Definitions	219	(1)
Where Do Goals Come From?	220	(2)
Planning Types and Models	222	(15)
The Rational Planning Model	222	(3)
Logical Incrementalism	225	(2)
Vision Plans	227	(1)
Urban and Regional Planning	228	(4)
Contingency Plans	232	(1)
Crisis Management Planning	233	(4)
Forecasting as a Planning Aid	237	(4)
Expert Forecasting	237	(1)
Trend Extrapolation	238	(2)
Leading Indicators	240	(1)
Barriers to Public-Sector Planning	241	(6)
Expecting Continuance of the Status Quo	241	(1)
Trying to Do Too Much	241	(1)
Getting Emotionally Involved	242	(1)
Overplanning	242	(1)
Underplanning	242	(3)
Underestimating the Importance of Organizational Structure	245	(1)
Discounting Leadership	245	(1)
Ignoring Unintended Consequences	245	(2)
The Strategic Planning Process	247	(18)
What Strategic Planning Is	247	(1)
Step 1: Defining the Mission and the Desired Outcomes	248	(4)
Step 2: Aligning Activities, Core Processes, and Resources	252	(2)
Step 3: Implementation	254	(3)
Step 4: Performance Assessment	257	(8)
Concluding Observations	265	(1)
Concepts for Review	266	(1)
Key Points	266	(2)
Problems and Applications	268	(1)
Favorite Bookmarks	268	(1)
Notes	269	(2)
Case 5.1 Robin Hood	271	(2)
Case 5.2 The Port-Running Project	273	(1)
Decision Making	274	(42)
Identifying the Problem (or Opportunity)	274	(2)
Gathering Facts	276	(4)
Framing a Decision	276	(2)
Consulting People	278	(2)
Making the Decision: Six Analytical Techniques	280	(18)
Cost-Benefit Analysis	280	(6)
Multiobjective Models	286	(2)
Decision Analysis	288	(2)
Systems Analysis	290	(5)
Operations Research	295	(1)
Group Decision-Making Techniques	296	(2)
Implementing and Evaluating the Decision	298	(7)
Program Evaluation	298	(4)
Decision Making in the Real World	302	(2)
Limitations of the Analytical Approach	304	(1)
Concepts for Review	305	(1)
Key Points	306	(1)
Problems and Applications	307	(2)
Favorite Bookmarks	309	(1)
Notes	309	(2)
Case 6.1 Denver International Airport (DIA)	311	(2)
Case 6.2 Wild Horses	313	(3)
Organizing	316	(46)
Fundamentals of Organizing	316	(9)
Division of Labor	318	(1)
Hierarchy	319	(1)
Span of Control	320	(2)
Line and Staff	322	(3)
Common Organizational Designs	325	(10)
Leader-Follower Organization	325	(1)
Bureaucracy	326	(2)
Matrix Approach	328	(2)
Team Approach	330	(3)
Network	333	(2)
The Process of Organizational Design	335	(8)
Limitations of the Organizational Chart	335	(3)
Four Critical Steps	338	(3)
Design Criteria	341	(2)
Reorganizing and Reinventing Government	343	(7)
Reorganization	343	(3)
Reinvention	346	(4)
Concepts for Review	350	(1)
Key Points	351	(2)
Problems and Applications	353	(1)
Favorite Bookmarks	353	(1)
Notes	353	(3)
Case 7.1 The Department of Homeland Security	356	(3)
Video Case 7.2 Apollo 13	359	(3)
Leading	362	(42)
Research Perspectives on Leadership	364	(4)
Can Leadership Traits Be Identified?	364	(1)
Leadership Styles	365	(3)
Leader as Motivator	368	(10)
Hawthorne Studies	370	(2)
The Human Resources Approach	372	(1)
Maslow's Hierarchy of Needs	372	(4)
Douglas McGregor: Theory X and Theory Y	376	(1)
Frederick Herzberg: Satisfiers and Dissatisfiers	376	(2)
Leadership Communication	378	(3)
Using Gobbledygook	379	(1)
Missing Opportunity: The Power of Words	380	(1)
Leading Groups and Teams	381	(6)
Stages of Group Development	381	(3)
Functional Groups	384	(1)
Task Forces	385	(1)
Committees	386	(1)
Leading Change	387	(6)
The Change Imperative	388	(1)
Two Approaches to Organizational Change	389	(4)
Concluding Observations	393	(1)
Concepts for Review	394	(1)
Key Points	394	(2)
Problems and Applications	396	(1)
Favorite Bookmarks	397	(1)
Notes	397	(2)
Case 8.1 Sanitation Workers at the Gate	399	(1)
Case 8.2 Day One	400	(1)
Case 8.3 It's Your Ship	401	(3)
Implementation	404	(51)
Three Perspectives on Implementation	405	(5)
The Complexity of Joint Action	405	(3)
Implementation as a System of Games	408	(1)
Implementation as a Process to Be Managed	409	(1)
First Strategic Question: Who Will Run the Program?	410	(9)
Contracting	410	(5)
Grants	415	(1)
Franchises	416	(1)
Partnerships	416	(2)
Voluntary Service	418	(1)
Divestiture: Selling Public Assets	419	(1)
Second Strategic Question: How Will the Program Operate?	419	(10)
Case Management	420	(3)
Total Quality Management	423	(5)
Compliance Management	428	(1)
Tactical Considerations	429	(10)
Knowing the ``Details'' versus Micromanaging	429	(1)
Scheduling Models	430	(2)
Backward Mapping	432	(1)
Reengineering	432	(3)
Management by Objectives (MBO)	435	(1)
Management by Walking Around (MBWA)	436	(1)
Other Considerations	437	(2)
Friendly Fire: A Case Study	439	(6)
Facts of the Case	439	(1)
What Went Wrong: First Cut	440	(2)
What Went Wrong: Second Cut	442	(2)
Implications	444	(1)
Concluding Observations	445	(1)
Concepts for Review	446	(1)
Key Points	446	(2)
Problems and Applications	448	(1)
Favorite Bookmarks	449	(1)
Notes	449	(2)
Case 9.1 Shad Marone	451	(2)
Case 9.2 Implementing the New York City Crime Control Model	453	(2)
PART THREE RESOURCES MANAGEMENT	455	(154)
Human Resources Management	456	(56)
The Development of Public Personnel Management in the United States	457	(9)
The Environment of Human Resources Management	466	(15)
Civil Service Reform	467	(2)
Major Federal Laws Relating to Human Resources Management	469	(5)
Public Employees' Rights and Responsibilities	474	(3)
Demographic Trends	477	(2)
Organizational Culture: A Powerful Force in the Internal Environment	479	(2)
Getting the Right People	481	(8)
Resources Planning	481	(2)
Recruiting and Testing	483	(3)
Selection	486	(1)
Classification and Compensation	486	(3)
Maximizing Performance	489	(3)
Training and Management Development	489	(2)
Advancement	491	(1)
Maintaining an Effective Workforce	492	(7)
Discipline and Grievances	492	(1)
Collective Bargaining: Seven Critical Questions	493	(6)
Concluding Observations	499	(1)
Concepts for Review	500	(1)
Key Points	500	(3)
Problems and Applications	503	(1)
Favorite Bookmarks	504	(1)
Notes	504	(2)
Case 10.1 The Star Award	506	(2)
Case 10.2 Three Cases about Sexual Harassment	508	(2)
Case 10.3 A Threat to the Team	510	(2)
Public Financial Management	512	(51)
The Federal Budget Cycle	513	(8)
Executive Preparation	514	(1)
Legislative Approval	515	(2)
Execution	517	(2)
Audit	519	(1)
Understanding the Federal Budget: A Guide for the Perplexed	520	(1)
The State and Local Budget Process	521	(8)
State, Local, and Nonprofit Budgeting: An Overview	521	(3)
State and Local Budgeting: The Nuts and Bolts	524	(5)
The Purposes of Budgeting	529	(7)
Line-Item Budgeting	530	(1)
Performance Budgeting	531	(1)
Program Budgeting	531	(1)
Zero-Based Budgeting	531	(1)
New Performance Budgeting	532	(4)
The Politics of Budgeting	536	(6)
Are ``Cuts'' Really Cuts?	536	(1)
Budgets and Political Strategies	537	(1)
Defending the Base	537	(1)
Expanding the Base	538	(1)
Proposing New Programs	539	(3)
Taxation	542	(6)
Criteria for Evaluating Revenue Options	542	(2)
Sources of Revenue	544	(3)
Federal Tax Reform	547	(1)
Problems in Public Financial Management	548	(6)
The Budget Deficit: How Big a Problem?	548	(3)
Uncontrollable Expenditures	551	(1)
Compromises in the Budget Process	552	(1)
Internet Taxes	553	(1)
Concepts for Review	554	(1)
Key Points	554	(2)
Problems and Applications	556	(1)
Favorite Bookmarks	557	(1)
Notes	558	(1)
Case 11.1 City of Austin's Budget Problem	559	(4)
Information Management	563	(46)
Why Information Matters	565	(8)
Strategic Importance of Information	566	(1)
Characteristics of Useful Information	567	(2)
Management Implications	569	(4)
Acquiring, Processing, and Securing Information	573	(8)
Acquiring Information	573	(4)
Processing Information	577	(2)
Securing Information	579	(2)
Accessing and Presenting Information and Knowledge	581	(10)
Internal Access to Information	581	(3)
External Access to Information	584	(3)
The Art of Presenting Information	587	(4)
The Learning Organization and Knowledge Management	591	(6)
The Learning Organization and Its Discontents	592	(2)
Knowledge Management	594	(3)
Concluding Observations	597	(1)
Concepts for Review	598	(1)
Key Points	599	(1)
Problems and Applications	600	(1)
Favorite Bookmarks	601	(1)
Notes	601	(2)
Case 12.1 Learning in Action: The U.S. Army	603	(4)
Case 12.2 Duke University Hospital	607	(2)
Photo Credits	609	(1)
Index	610