9780155058682

Public Administration An Action Orientation

by
  • ISBN13:

    9780155058682

  • ISBN10:

    0155058681

  • Format: Hardcover
  • Copyright: 2002-07-01
  • Publisher: Wadsworth Publishing
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Supplemental Materials

What is included with this book?

Summary

As its title implies, PUBLIC ADMINISTRATION: AN ACTION ORIENTATION encourages students to take action and to become active participants in public administration. Robert Denhardt and Joseph Grubbs instruct readers on how to influence the operations of public agencies--helping them learn to affect positive changes, regardless of whether they are working outside the agency as citizens or within the agency as managers. With a strong emphasis on ethics, PUBLIC ADMINISTRATION introduces the theories and scholarly literature of the field. In addition, it increases students' chances of being effective by developing such personal and interpersonal skills as personal management, communication, delegation, motivation, and decision making. This edition includes many new non-profit examples throughout--making it equally appropriate for courses in the management of profit or non-profit organizations.

Table of Contents

Preface ix
Personal Action in Public Organizations
1(33)
What Is Public Administration?
2(15)
Values of Democracy
3(2)
Contrasting Business and Public Administration
5(1)
Ambiguity
6(1)
Pluralistic Decision Making
6(1)
Visibility
7(1)
Thinking about Public Administration Today
7(1)
Publicness
8(1)
Why Study Public Administration?
9(1)
Preparing for Administrative Positions
10(2)
Combining Technical and Managerial Training
12(1)
Interaction of Business and Government
13(1)
Influencing Public Organizations
14(1)
Making Things Happen
15(2)
Issues in Public Administration Theory and Practice
17(4)
Politics and Administration
18(1)
Ensuring Accountability
18(1)
Bureaucracy and Democracy
19(1)
Efficiency versus Responsiveness
20(1)
What Do Public Administrators Do?
21(6)
An Inventory of Public Management Skills
22(1)
Voices of Public Administrators
23(4)
Summary and Action Implications
27(1)
Terms and Definitions
28(1)
Study Questions
28(1)
Cases and Exercises
28(3)
For Additional Reading
31(1)
Appendix A: OPM Inventory of Management Skills
32(2)
The Political Context of Public Administration
34(45)
Administrative Organizations and Executive Leadership
35(14)
Administrative Organizations
37(1)
The Executive Office of the President
37(2)
Cabinet-Level Executive Departments
39(1)
Independent Agencies, Regulatory Commissions, and Public Corporations
40(1)
Agencies Supporting the Legislature and the Judiciary
40(1)
The State Level
41(2)
The Local Level
43(1)
Cities
43(2)
Counties
45(1)
Native American Tribes
45(1)
Special Districts
46(1)
Nonprofit Organizations and Associations
46(3)
Relationships with the Legislative Body
49(16)
The Policy Process
49(1)
Agenda Setting
50(1)
Policy Formulation
51(1)
Policy Implementation
52(1)
Types of Policy
53(3)
Sources of Bureaucratic Power
56(2)
Legislative Supervision: Structural Controls
58(1)
Legislative Veto
59(1)
Sunset Laws
60(1)
Sunshine Laws
61(1)
Legislative Supervision: Oversight
62(2)
Legislative Supervision: Casework
64(1)
Relationships with the Judiciary
65(7)
Concerns for Due Process
70(1)
The Courts and Agency Administration
70(2)
Summary and Action Implications
72(1)
Terms and Definitions
73(1)
Study Questions
74(1)
Cases and Exercises
75(2)
For Additional Reading
77(2)
The Interorganizational Context of Public Administration
79(44)
The Development of Intergovernmental Relations
80(16)
Dual Federalism
82(1)
Cooperative Federalism
83(1)
Picket-Fence Federalism
84(3)
The Reagan and Bush Years
87(1)
The Clinton Presidency
88(2)
The Bush Administration
90(3)
Judicial Influence
93(3)
The State and Local Perspective
96(10)
Funding Patterns
96(2)
Preemptions and Mandates
98(1)
Preemptions
98(2)
Mandates
100(2)
Subnational Relationships
102(1)
State to State
102(1)
State to Local
103(2)
Local to Local
105(1)
Working with Nongovernmental Organizations
106(4)
Privatization and Contracting
107(3)
The Management of Nonprofit Organizations
110(7)
Operational Leadership
110(2)
Resource Development
112(1)
Financial Management
113(1)
Board Governance
113(2)
Board-Staff Relations
115(1)
Advocacy
116(1)
Summary and Action Implications
117(1)
Terms and Definitions
118(1)
Study Questions
119(1)
Cases and Exercises
120(1)
For Additional Reading
121(2)
The Ethics of Public Service
123(34)
Approaches to Ethical Deliberation
124(6)
Reasoning, Development, and Action
126(1)
Moral Philosophy
126(1)
Moral Psychology
127(2)
Moral Action
129(1)
Issues of Administrative Responsibility
130(7)
The Limits of Administrative Discretion
131(3)
Avenues for Public Participation
134(2)
The Ethics of Privatization
136(1)
Ethical Problems for the Individual
137(8)
Interacting with Elected Officials
137(1)
Following Orders
138(2)
Conflicts of Interest
140(2)
Whistle Blowing
142(2)
Prohibitions on Political Activities
144(1)
Managing Ethics
145(3)
Establishing an Ethical Climate
146(2)
Summary and Action Implications
148(1)
Terms and Definitions
149(1)
Study Questions
150(1)
Cases and Exercises
150(3)
For Additional Reading
153(1)
Appendix A: Code of Ethics of the American Society for Public Administration
154(3)
Budgeting and Financial Management
157(52)
The Budget as an Instrument of Fiscal Policy
158(2)
The Budget as an Instrument of Public Policy
160(8)
Where the Money Comes From
160(1)
Individual Income Tax
161(1)
Corporation Income Tax
162(1)
Payroll Taxes
162(1)
Sales and Excise Taxes
162(1)
Property Taxes
163(1)
Other Revenue Sources
163(1)
Patterns of Government Revenues
163(1)
Where the Money Goes
164(1)
The Bush Tax Plan
165(2)
State and Local Expenditures
167(1)
The Budget as a Managerial Tool
168(8)
Budget Formulation
169(2)
Budget Approval
171(2)
Budget Execution
173(2)
Audit Phase
175(1)
Approaches to Public Budgeting
176(6)
The Line-Item Budget
177(1)
The Performance Budget
178(1)
Program Budgeting
179(1)
Zero-Base Budgeting
180(1)
Outcome-Based Budgeting
181(1)
Budgetary Strategies and Political Games
182(3)
Strategies for Program Development
183(2)
Aspects of Financial Management
185(6)
Capital Budgeting
186(1)
Debt Management
187(2)
Risk Management
189(1)
Purchasing
190(1)
Accounting and Computer-Based Information Systems
191(3)
Government Accounting
191(1)
Computer-Based Information Systems
192(2)
Summary and Action Implications
194(1)
Terms and Definitions
195(2)
Study Questions
197(1)
Cases and Exercises
197(10)
For Additional Reading
207(2)
The Management of Human Resources
209(46)
Merit Systems in Public Employment
210(9)
Spoils versus Merit
210(4)
The Civil Service Reform Act and Its Aftermath
214(3)
Reinvention and the National Performance Review
217(2)
State and Local Personnel Systems
219(1)
Hiring, Firing, and Things In-Between
220(9)
Classification Systems
220(1)
The Recruitment Process
221(2)
Pay Systems
223(2)
Conditions of Employment and Related Matters
225(1)
Sexual Harassment
226(1)
AIDS Policy
227(1)
Workplace Violence
228(1)
Removing Employees
228(1)
The Changing Character of Labor-Management Relations
229(7)
Steps in the Bargaining Process
232(1)
To Strike or Not to Strike
233(2)
Unions Redefined
235(1)
Correcting Patterns of Discrimination in Public Employment
236(8)
ADA
238(1)
Questions of Compliance
238(2)
Affirmative Action and Reverse Discrimination
240(1)
The Glass Ceiling
241(1)
The Debate over Comparable Worth
242(2)
Political Appointee-Career Executive Relations
244(3)
The Relationship between Political and Career Executives
246(1)
Summary and Action Implications
247(1)
Terms and Definitions
248(1)
Study Questions
249(1)
Cases and Exercises
249(4)
For Additional Reading
253(2)
Planning, Implementation, and Evaluation
255(42)
Planning
256(1)
Strategic Planning
256(14)
Planning for Planning
257(1)
Organizing for Planning
258(1)
Steps in Planning
259(1)
Mission or Objectives
259(1)
Environmental Analysis
260(1)
Strengths and Weaknesses
260(1)
Values of Organizational Leaders
260(1)
Development of Alternative Strategies
260(1)
The Logic of Policy Analysis
261(1)
Problem Definition
262(1)
Setting Objectives and Criteria
263(1)
Developing Alternatives
264(1)
Analyzing Various Policies
264(1)
Ranking and Choice
265(1)
Costs and Benefits
265(2)
Other Quantitative Techniques
267(3)
Implementation
270(7)
Organizational Design
271(2)
Systems Analysis
273(2)
PERT/CPM
275(1)
Reengineering
276(1)
Evaluation
277(8)
Performance Measurement
278(7)
Program Evaluation
285(4)
Evaluation Designs and Techniques
286(1)
Qualitative Techniques
287(1)
Quantitative Techniques
288(1)
Summary and Action Implications
289(1)
Terms and Definitions
289(2)
Study Questions
291(1)
Cases and Exercises
291(4)
For Additional Reading
295(2)
Managing Organizational Dynamics
297(36)
Images of Organizing in the Public and Nonprofit Sectors
297(1)
The Functions of Management
298(2)
The Early Writers: A Concern for Structure
300(4)
Recognizing Human Behavior
304(3)
Two Classic Works
305(2)
The Organization and Its Environment
307(5)
Systems Theory
307(2)
From Political Economy to Organization Development
309(2)
Decision Making in Organizations
311(1)
Organizational Culture, Organizational Learning, and Strategic Management
312(11)
Total Quality Management
318(1)
TQM Beginnings
319(1)
Guidelines for Public Management
320(3)
Postmodern Narratives on Management
323(2)
Postmodernism
323(1)
Issues of Gender and Power
324(1)
Summary and Action Implications
325(1)
Terms and Definitions
325(1)
Study Questions
326(1)
Cases and Exercises
326(2)
For Additional Reading
328(1)
Appendix A: Description of Total Quality Management (TQM)
329(4)
The New Public Management, Reinvention, and the Reform of Public and Nonprofit Organizations
333(33)
NPM, Reinvention, and Nonprofit Management Reform
334(6)
The New Public Management
335(1)
Reinventing Government
335(2)
Nonprofit Management Reform
337(2)
The Results of Reform
339(1)
IT, the Internet, and Management Reform
340(3)
Wired Organizations
341(1)
ePublic Administration
342(1)
The Human Side of Technological Innovation
343(2)
Human Resources, Innovation, and Performance
345(12)
Management by Objectives
345(2)
Quality of Work-Life/Job Enrichment
347(2)
Quality Circles and Related Ideas
349(1)
Incentive Programs
350(2)
Innovation
352(2)
Recent Examples of Performance Management
354(1)
GAO Cites Best Practices for Performance Management
354(1)
Measuring Performance in the State of Arizona
355(1)
Benchmarking and Performance Improvement in the City of Portland
356(1)
Implementation Issues in Quality and Productivity
357(4)
Steps to Productivity Improvement
357(4)
Summary and Action Implications
361(1)
Terms and Definitions
362(1)
Study Questions
363(1)
Cases and Exercises
363(1)
For Additional Reading
364(2)
Personal Skills in Public Management
366(25)
The Manager's Day
367(2)
Elements of Managerial Work
367(1)
Distribution of Time among Work Elements
368(1)
Managerial Interaction and Communication
368(1)
Informal Aspects of Managerial Work
368(1)
Themes of Managerial Work
369(1)
Stress Management
369(6)
Stress Signals and Responses
372(1)
Type A/Type B Behaviors
372(1)
Lifestyle Changes
372(1)
Relaxation Techniques
373(1)
Exercise
374(1)
Stress and the Organization
374(1)
Time Management
375(1)
Creativity and Problem Solving
376(3)
Models of Individual Decision Making
379(3)
Power and Leadership
382(4)
Summary and Action Implications
386(1)
Terms and Definitions
386(1)
Study Questions
386(1)
Cases and Exercises
387(2)
For Additional Reading
389(1)
Appendix A: ``Lost on the Moon'' Exercise: Answers from NASA Experts
390(1)
Interpersonal Skills and Group Dynamics
391(35)
Communications
391(6)
Listening
391(1)
Have a Reason or Purpose
392(1)
Suspend Judgment Initially
392(1)
Resist Distractions
393(1)
Wait before Responding
394(1)
Rephrase What You Listen to in Your Own Words
394(1)
Seek the Important Themes
394(1)
Use the Thinking-Speaking Differential to Reflect and Find Meaning
394(1)
Speaking
395(1)
Writing
396(1)
Delegation and Motivation
397(7)
Motivation
399(1)
Pay and Job Satisfaction
399(1)
Reinforcement Theory
400(2)
Goal Setting
402(2)
Conflict, Bargaining, and Negotiation
404(1)
Group Dynamics
405(12)
Advantages of Group Decision Making
405(2)
Disadvantages of Group Decision Making
407(1)
Interpersonal Dynamics in Groups
408(1)
Changing the Composition of the Group
409(3)
Managing Groups in Action
412(1)
Specialized Techniques for Group Decision Making
413(1)
Participation in Group Decision Making
414(3)
Organization Change and Development
417(4)
Diagnosing the Need for Change
418(1)
Strategies for Organizational Change
419(2)
Summary and Action Implications
421(1)
Terms and Definitions
421(1)
Study Questions
422(1)
Cases and Exercises
422(2)
For Additional Reading
424(2)
The Future of the Public Service
426(18)
The New Public Service
426(2)
Efforts to Support the Public Service
428(3)
Trends in the Public Service
431(10)
Economic Changes and Redefining Government
432(2)
Globalization
434(1)
Technology and the Work Environment
435(3)
The Role of Citizens in the Governance Process
438(1)
The Ethical Challenges Facing the Public Service
439(2)
A Final Note
441(1)
Study Questions
441(1)
Cases and Exercises
441(1)
For Additional Reading
442(2)
References 444(20)
Appendix 464(4)
Journals
464(2)
Organizations
466(2)
Glossary 468(7)
Index 475

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