Confucius and the Moral Basis of Bureaucracy
In: Administration & society, Band 33, Heft 6, S. 610-628
ISSN: 0095-3997
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In: Administration & society, Band 33, Heft 6, S. 610-628
ISSN: 0095-3997
In: Administration & society, Band 33, Heft 6, S. 610-628
ISSN: 1552-3039
The moral justification for bureaucracy in systems of democratic self-government is stronger in Eastern thought than in Western philosophy and practice. In East Asia, moral justification for bureaucracy is broadly understood to be based on the work of Confucius and his followers. Modern scholars confirm that the primary countries of East Asia have distinctive bureaucratic cultures tracing to Confucian ideology. Distinctive elements of Confucian ideology include rule of man versus rule of law, distinctive characteristics of good public officials, the nature of moral conventions and practices in governing, the importance of education and merit for public officials, how good officials should deal with those in political power, the logic of civil reciprocity, and the nature of order in society. Following descriptions of each of these elements of Confucian moral justification for bureaucracy, the article closes with a comparison of Western and East Asian approaches to the moral justification for bureaucracy.
In: Administration & Society, Band 33, Heft 4, S. 610-628
ISSN: 0000-0000
In: Public administration review: PAR, Band 60, Heft 1, S. 47-53
ISSN: 1540-6210
Public administration has long been understood to be both a science and an art. In its artful aspects, public administration can also, in fact, be beautiful. At their very best, public organizations and processes have forms, designs, experiences, and languages which are beautiful and compelling. It is this beauty and its potential which draws us to public work. And, there is very great beauty in ideas of high and noble purpose and in the organizations and processes we build to achieve those ideas.
In: PS: political science & politics, Band 32, Heft 4, S. 701-712
In: PS: political science & politics, Band 32, Heft 4, S. 701-711
ISSN: 0030-8269, 1049-0965
World Affairs Online
In: International journal of public administration, Band 20, Heft 4-5, S. 817-835
ISSN: 1532-4265
In: Public administration review: PAR, Band 56, Heft 3, S. 263
ISSN: 1540-6210
In: National civic review: publ. by the National Municipal League, Band 85, Heft 3, S. 28
ISSN: 0027-9013
In: Public administration review: PAR, Band 59, Heft 5, S. 448
ISSN: 1540-6210
In: Public administration review: PAR, Band 62, Heft s1, S. 33-43
ISSN: 1540-6210
The events of September 11, 2001, have raised troubling questions regarding the reliability and security of American commercial air travel. This article applies the concepts and logic of high–reliability organizations to airport security operations. Contemporary decision theory is built on the logic of limited or buffered rationability and is based on the study of error–tolerant organizations. The concept of high–reliability organizations is based on the study of nearly error–free operations. For commercial air travel to be highly secure, there must be very high levels of technical competence and sustained performance; regular training; structure redundancy; collegial, decentralized authority patterns; processes that reward error discovery and correction; adequate and reliable funding; high mission valence; reliable and timely information; and protection from external interference in operations. These concepts are used to inform early–stage issues being faced by both local airports and the newly established Transportation Security Administration.
In: Urban affairs review, Band 36, Heft 6, S. 872-884
ISSN: 1552-8332
Almost all U.S. cities are established by state charter as either mayor-council or council-manager cities. For decades, these two legal-statutory categories have been used by researchers as dichotomous variables in descriptions of city government form and in statistical equations. This study indicates that the mayor-council and council-manager categories, although legally based, mask several important empirical characteristics of U.S. city government. Using a large data set, the authors indicate that the structures of U.S. cities are surprisingly dynamic. Cities tend to change their structures incrementally. Over time, cities with mayor-council statutory platforms will incrementally adapt many of the characteristics of council-manager form cities to improve their management and productivity capabilities. Over time, cities with council-manager statutory platforms will adopt features of mayor-council form cities to increase their political responsiveness, leadership, and accounting capabilities. Because each of the two legal forms of cities adopts primary features of the other, these cities now constitute a third form of the U.S. city—the adapted city.
In: Public administration review: PAR, Band 61, Heft 1, S. 2-8
ISSN: 0033-3352
In: Public administration review: PAR, Band 61, Heft 1, S. 2-8
ISSN: 1540-6210
In: Public personnel management, Band 28, Heft 4, S. 501-504
ISSN: 1945-7421