Suchergebnisse

1. Social equity and the new public administration -- 2. Social equity in context -- 3. Social equity : the democratic context and the compound theory -- 4. Social equity and the question of administrative discretion -- 5. The state of social equity in American public administration -- 6. An intergenerational social equity ethic -- 7. Social equity, law, and research -- 8. When education quality speaks, education equality answers -- 9. Social equity in the twenty-first century : in memory of Philip J. Rutledge -- 10. Conclusions.

""Ethics and Public Administration"" refutes the arguments that administrative ethics cannot be studied in an empirical manner and that empirical analysis can deal only with the trivial issues in administrative ethics. Within a theoretical perspective,the authors qualify their findings and take care not to over-generalise results. The findings are relevant to the practice of public administration. Specific areas addressed include understanding public corruption, ethics as control, and ethics as administration and policy

Designed to be the definitive statement on social equity theory and practice in public administration.

Leading scholars present the most complete, as well as the most advanced, treatment of public management reform and innovation available. The subject of reform in the public sector is not new; indeed, its latest rubric, reinventing government, has become good politics. Still, as the contributors ask in this volume, is good politics necessarily good government? Given the growing desire to reinvent government, there are hard questions to be asked: Is the private sector market model suitable and effective when applied to reforming public and governmental organizations? What are the major polit

This special issue of ARPA seeks to fill a void in the public administration literature by bringing to the forefront analyses of local government and metropolitan challenges from the perspective of public administrationists: Those who manage cities and counties, and those who both teach and study local government management. The public administration perspective on local government and metropolitan governance has traditionally been grounded in jurisdictions—cities, counties, school and special districts. Today, however, there is often a disjuncture between problems to be solved and jurisdictional boundaries. Accordingly, local governments have changed, and continue to change in response to boundary-crossing challenges as Wheeland, Paulus and Wood evaluate, and new patterns of metropolitan governance are emerging, as Leland and Thurmeier analyze. According to Agranoff, these patterns of change are both horizontal, between and among connected units of local government and vertical, among local governments, states, and the national government. Civic engagement in local public affairs is growing in creative new ways as citizens seek to participate, a topic probed by Nabatchi and Amsler. In the same way that all politics is local, all policy is also local and none is more important than the need to balance the risk of disaster with the need for preparedness, as Donahue, Eckel, and Wilson explore. Together these articles are a timely treatment of compelling challenges facing governments and governance nearest at hand: Our cities, counties, districts and metropolitan areas.

"This book presents cutting-edge commentaries by leading scholars that address issues of public ethics in the current period of broken politics and challenged legitimacy. The contents of this new edition are completely new and reflect the work of many of the field's leading experts: Carole Jurkiewicz, H. George Frederickson, James Bowman, Rosemary O'Leary, Guy Adams, Danny Balfour, Terry Cooper, and many others. Each of the chapters falls under one of five topical themes: the moral architecture of organizations, reassessing corruption in the twenty-first century, individual volition within public institutions, ethics in nonprofit organizations, and ethical issues in global contexts. Since most chapters address institutional forces that affect organizational and individual behavior, the introductory and concluding chapters demonstrate how institutional matters shape the real world of public service."--Unedited summary from book.

This book offers the most comprehensive consideration of accountability in both government and the contemporary world of governance currently available. Twenty-five leading experts cover varying aspects of the accountability movement and apply them to governments, quasi governments, non-government organizations, governance organizations, and voluntary organizations.

Ordinarily research articles on public sector third-party governance, or the state of agents, turn to the subject of accountability in their conclusions. Rather than leaving it to the conclusions, this article takes up the subject of public sector third-party governance as a problem of accountability. To consider accountability, we studied contemporary performance measurement practices in the federal government, particularly as they are applied in five agencies of the US Department of Health and Human Services. Our findings are presented using a six-part "promises of accountability" heuristic which captured the many and varied uses of accountability in contemporary policy and administration discourse. We found that the characteristics of third parties and the nature of their principal-agent relations are a key determinant of accountability; bureaucratic and hierarchical controls enhance agency and program accountability; building rules and program policies into grants and contracts enhance accountability; agencies that practice lateral trust-based forms of "relational contracting" foster cultures of accountability; auditing and reporting requirements enhance program accountability; federal performance measurement regimes tend to be "top down" and "one size fits all;" federal performance measurement regimes are primarily executive branch forms of accountability; performance measurement often represents attempts to superimpose managerial logic and managerial process on inherently political processes embedded in the separation of powers; there is little evidence that performance-based accountability results in enhancing democratic outcomes or greater justice or equity. Adapted from the source document.

Drawing on perspectives from several academic traditions, we argue that sustainability is best understood as intergenerational social equity. When viewed thusly, it is possible to determine what socially responsible organizations look like in practice. After reviewing historic claims and evidence of sustainability, we turn to modern applications of institutionally based sustainability. We then describe sustainability in the framework of an intergenerational social equity model, claiming that the legacies of social and cultural institutions are evidence of sustainability in action. We conclude with a discussion of what it means for an organization to be socially responsible given our understanding of sustainability.