Preface to the Third Edition | p. ix |
Acknowledgments | p. xiii |
Public Administration and the New Public Management | p. 3 |
The Old Public Administration | p. 5 |
The New Public Management | p. 12 |
Engaging the Debate | p. 22 |
The Roots of the New Public Service | p. 25 |
Democratic Citizenship | p. 27 |
Models of Community and Civil Society | p. 32 |
Organizational Humanism and the New Public Administration | p. 36 |
Postmodern Public Administration | p. 40 |
The New Public Service | p. 43 |
Serve Citizens, Not Customers | p. 45 |
Civic Virtue and Democratic Citizenship | p. 46 |
Public Service as an Extension of Citizenship | p. 54 |
The Old Public Administration and Client Service | p. 58 |
The New Public Management and Customer Satisfaction | p. 58 |
The New Public Service and Quality Service for Citizens | p. 61 |
Conclusion | p. 64 |
Seek the Public Interest | p. 65 |
What Is the Public Interest? | p. 67 |
The Old Public Administration and the Public Interest | p. 74 |
The New Public Management and the Public Interest | p. 76 |
The New Public Service and the Public Interest | p. 78 |
Conclusion | p. 82 |
Value Citizenship over Entrepreneurship | p. 83 |
A Governance Perspective | p. 84 |
The Old Public Administration and the Administrator's Role | p. 89 |
The New Public Management and the Administrator's Role | p. 91 |
The New Public Service and the Administrator's Role | p. 94 |
Conclusion | p. 102 |
Think Strategically, Act Democratically | p. 103 |
Implementation in Historical Perspective | p. 104 |
The Old Public Administration and Implementation | p. 111 |
The New Public Management and Implementation | p. 112 |
The New Public Service and Implementation | p. 114 |
Conclusion | p. 117 |
Recognize That Accountability Isn't Simple | p. 119 |
The Classic Debate | p. 120 |
Administrative Responsibility: To Whom for What? | p. 125 |
The Old Public Administration and Accountability | p. 129 |
The New Public Management and Accountability | p. 131 |
The New Public Service and Accountability | p. 131 |
Conclusion | p. 138 |
Serve Rather than Steer | p. 139 |
Changing Perspectives on Leadership | p. 139 |
The Old Public Administration and Executive Management | p. 141 |
The New Public Management and Entrepreneurship | p. 143 |
The New Public Service and Leadership | p. 145 |
Conclusion | p. 154 |
Value People, Not Just Productivity | p. 156 |
Human Behavior in Organizations: Key Concepts | p. 157 |
Groups, Culture, and Democratic Administration | p. 160 |
The Old Public Administration: Using Control to Achieve Efficiency | p. 163 |
The New Public Management: Using Incentives to Achieve Productivity | p. 164 |
The New Public Service: Respecting Public Service Ideals | p. 164 |
Conclusion | p. 169 |
The New Public Service and Citizen Engagement: Action Recommendations | p. 171 |
Why Engage Citizens? | p. 171 |
What Is Citizen Engagement? | p. 173 |
Alternative Approaches | p. 174 |
Choosing When and How to Use Citizen Engagement Tools | p. 181 |
Conclusion | p. 183 |
The New Public Service: Cases and Examples | p. 186 |
Listening to the City: The Rebuilding of New York | p. 187 |
Iowa's Citizen-Initiated Performance Assessment | p. 190 |
National Park Service Civic Engagement Initiative | p. 193 |
Civic Engagement around the World | p. 195 |
The Future of the New Public Service | p. 201 |
Conclusion | p. 203 |
References | p. 211 |
Index | p. 229 |
About the Authors | p. 242 |
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