Debating Public Administration: Management Challenges, by Robert F. Durant

By Robert F. Durant

Dialog among practitioners and teachers has more and more develop into the exception instead of the rule of thumb in modern public management circles. Bridging the distance among idea and perform, Debating Public management: administration demanding situations, offerings, and Opportunities tackles the various significant administration demanding situations, offerings, and possibilities of the twenty-first century dealing with public managers throughout a number of subfields of public management.

Informed by way of modern pressures on public managers to reconceptualize function, redefine administrative rationality, recapitalize human resources, reengage assets, and revitalize democratic constitutionalism, the booklet bargains scholars, practitioners, and researchers a chance to take inventory and consider the way forward for perform and examine in public management. geared up by way of 3 units of significant administration demanding situations dealing with the field—Rethinking Administrative Rationality in a Democratic Republic, Recapitalizing Organizational means, and Reconceptualizing associations for brand new coverage Challenges—the publication takes an unusual method of the learn of those subject matters. In it, major practitioners and lecturers touch upon condensed models of articles showing within the idea to perform characteristic of Public management evaluate (PAR) from 2006 via 2011.

The authors and commentators specialise in the very best present learn, draw classes from that literature for perform, and determine gaps in examine that must be addressed. They expertly draw out subject matters, concerns, difficulties, and clients, supplying bulleted classes and functional takeaways. This makes the publication a distinct one-stop source for cross-disciplinary, cross-sectoral, and cross-professional exchanges on modern challenges.

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Debating Public Administration: Management Challenges, Choices, and Opportunities

Conversation among practitioners and teachers has more and more turn into the exception instead of the rule of thumb in modern public management circles. Bridging the space among idea and perform, Debating Public management: administration demanding situations, offerings, and possibilities tackles a few of the significant administration demanding situations, offerings, and possibilities of the twenty-first century dealing with public managers throughout quite a few subfields of public management.

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Amis, Slack, and Hinings (2004) go even further, arguing that the actual sequence of change matters; they find that beginning the transformation process by changing “high-impact” decision-making elements of the organization helps to build momentum for the broader array of changes that follow. ” Support for these arguments is also present in public sector research. Shareef (1994), for instance, finds that an effort to implement a participative culture in the United States Postal Service fell short due to management’s failure to modify organizational subsystems to make them congruent with the desired cultural change.

Interestingly, Kelman’s (2005) analysis of the federal procurement reform process suggests that one should avoid overestimating change resistance. ” Buttressing Kelman’s point, Thompson and Sanders’s (1997) analysis of change within the Veterans Benefits Administration suggests that success may require various bottom-up participatory elements, such as delegating decision making to middle management and granting frontline workers greater discretion to implement changes. They note, however, that top-management must still encourage and reward innovation and express continuing support for the change.

Public agencies often have multiple political masters pursuing different objectives, and politically appointed executives often have very weak relationships with career civil servants. Despite these challenges, public managers implementing change in their organizations must display skill in obtaining support from powerful external actors (Berman and Wang 2000; de Lancer Julnes and Holzer 2001; Wallin 1997). Berry, Chackerian, and Wechsler (1999), for instance, note that the governor’s high level of commitment and support for particular reforms in Florida had a substantial influence on the degree of implementation (see also Chackerian and Mavima 2000).

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