Bron Taylor unites theoretical and applied social science to analyze a salient contemporary moral and political problem. Three decades after the passage of civil rights laws, criteria for hiring and promotion to redress past discrimination and the sensitive “quota” question are still unresolved issues.
Taylor reviews the works of prominent social scientists and philosophers on the moral and legal principles underlying affirmative action, and examines them in light of his own empirical study. Using participant observation, in-depth interviewing, and a detailed questionnaire, he examines the attitudes of four groups in the California Department of Parks and Recreation: male and female, white and nonwhite workers. Because the department has implemented a strong program for ten years, its employees have had firsthand experience with affirmative action. Their views about the rights of minorities in the economy are often surprising.
This work presents a comprehensive picture of the cross-pressures-the racial fears and antagonisms, the moral, ethical, and religious views about fairness and opportunity, the rigid ideas-that guide popular attitudes.
Stories of government management failures often make the headlines, but quietly much gets done as well. What makes the difference? Ira Goldstein offers wisdom about how to lead and succeed in the federal realm, even during periods when the political climate is intensely negative, based on his decades of experience as a senior executive at two major government consulting firms and as a member of the US federal government's Senior Executive Service.
The Federal Management Playbook coaches the importance of always keeping four key concepts in mind when planning for success: goals, stakeholders, resources, and time frames. Its chapters address how to effectively motivate government employees, pick the right technologies, communicate and negotiate with powerful stakeholders, manage risks, get value from contractors, foster innovation, and more. Goldstein makes lessons easy to apply by breaking each chapter’s plans into three strategic phases: create an offensive strategy, execute your plan effectively, and play a smart defense. Additional tips describe how career civil servants and political appointees can get the most from one another, advise consultants on providing value to government, and help everyone better manage ever-present oversight.
The Federal Management Playbook is a must-read for anyone working in the government realm and for students who aspire to public service.
The creation and preservation of capable states is a lengthy, laborious, and multifaceted process, fraught with opportunities for failure and misspent resources. It requires time, commitment, innovative ideas, consensus building, new rules of the game, efficient design and resource allocation in technical assistance, and considerable good luck. By the mid-1990s, the imperative to improve government performance had been added to the development agenda precisely because of greater awareness that neither markets nor democracies could function well--or perhaps function at all--unless governments' efficiency, effectiveness, and responsiveness are improved.
This publication seeks to help understand how governments can be encouraged to perform better and how state capabilities can be developed in ways that allow markets and democracies to flourish. The contributors draw comparative lessons from specific efforts designed to enhance human resource development in the public sector, to strengthen organizations that contribute to the public purpose of government, and to reform the institutions that set the rules for economic and political interaction.
Getting Good Government will be of interest not only to public officials and public management and policy analysts, but also to political scientists and international development specialists.
Every time control of the U.S. presidency is passed from one party to another, the entire top layer of the executive branch changes. Thousands of men and women take down their pictures, pack up their desks, and move back into private life, just as others dust off their pictures and move in. The U.S. stands alone in this respect. Nearly every other advanced democracy is managed-save for elected officials and a few top aides-by an elite cadre of top civil servants selected by highly competitive examinations.
Hudleston and Boyer tell the story of U.S. efforts to develop higher civil service, beginning with the Eisenhower administration and culminating in the passage of the Civil Service Reform Act of 1978. Arguing that the highly-politicized U.S. system simply hasn't worked, they examine why and how reform efforts have failed and offer a series of recommendations for the future.
Managing Diversity in Organizations focuses on a key issue that organizations are facing—diversity. It is here, and it is growing. The only question now is how well we deal with diversity, especially in organizational contexts.
Golembiewski identifies the many forces and factors propelling us into the age of diversity in organizations—ethical, political, philosophic, demographic, and so on—and details the historical and contemporary approaches. Most practice has focused on a "level playing field" or equal opportunity and "tilting the playing field" or equal outcomes. This volume focuses on diversity as a strategic device rather than as a nicety rooted in behavioral and organizational research. Managing diversity successfully in organizations requires a thorough understanding of management infrastructure that is consistent with diversity--especially structures of work, policies, and procedures that institutionalize and build diversity.
Grounded in the theoretical perspectives of subaltern studies and drawing on an extremely complete archive of landed estates that includes detailed regular reports by plantation managers on all aspects of farming life, Peasants on Plantations reveals the intricate ways peasants, managers, and owners manipulated each other to benefit their own interests. As Peloso demonstrates, rather than a simple case of domination of the peasants by the owners, both parties realized that negotiation was the key to successful growth, often with the result that peasants cooperated with plantation growth strategies in order to participate in a market economy. Long-term contracts gave tenants and sharecroppers many opportunities to make farming choices, to assert claims on the land, compete among themselves, and participate in plantation expansion. At the same time, owners strove to keep the peasants in debt and well aware of who maintained ultimate control.
Peasants on Plantations offers a largely untold view of the monumental struggle between planters and peasants that was fundamental in shaping the agrarian history of Peru. It will interest those engaged in Latin American studies, anthropology, and peasant and agrarian studies.
Contains fourteen essays that examine, through a public policy focus, the 1978 civil service reform and its aftermath. The essays view policy design, implementation, and evaluation, as well as the overall politics of administration and institutional change. An indispensible tool for students of public administration, bureaucratic politics, and personnel policy.
Contributors: Carolyn Ban; John Halligan; Kirke Harper; Mark Huddleston; J. Edward Kellough; Larry M. Lane; Chester A. Newland; James L. Perry; Beryl A. Radin; Robert Vaughn; and the editors.
READERS
Browse our collection.
PUBLISHERS
See BiblioVault's publisher services.
STUDENT SERVICES
Files for college accessibility offices.
UChicago Accessibility Resources
home | accessibility | search | about | contact us
BiblioVault ® 2001 - 2024
The University of Chicago Press