Classics of Public Administration (J. Shafritz, A. Hyde) – Flashcards

"The Study of Administration" (1887) Called for science of administration. Promoted the end of spoils and a move to a responsive civil service based on merit. • Follows Pendleton Act which says we need to end the age of the Spoils and move to merit based system • Calls for the creation of a science of administration due to the increasing complexity of the job of government- "there is scarcely a single duty of government which was once simple which is now not complex" • Unintentionally created the politics-administration dichotomy • The goal of administrative study is to discover: o What government can properly and successfully do o How it can do these things efficiently and cost-effectively • "Harder to run a constitution than to frame one" • "See a murderous fellow sharpening a knife without taking his murderous intent"- can borrow European structure and adjust

The Movement for Budgetary Reform in the States (1918) Budgeting as a tool of democracy and a focus of public administration study. Promotes budgeting as a way to make parties accountable • Believes that budgets are a major instrument of public administration as they have the power to do three things o Promote democracy by advantaging popular government o Coordinating legislative and executive action by giving these two branches corresponding roles o Budget as a way to ensure greater efficiency (inherited from municipal budgetary reform) • Budget is the ultimate accountability tool

Bureaucracy (1922) Ideal type bureaucracy. 3 types of social leaders- charismatic, traditional, legal rational. Legal rational is most stable Bureaucracy refers to the management of large organizations characterized by hierarchy, fixed rules, impersonal relationships, rigid adherence to procedures, and a highly specialized division of labor. Weber suggests the characteristics of bureaucracy as following : 1. Fixed official jurisdictional areas, which are generally ordered by rules, that is, by laws or administrative regulations. 2. The principles of office hierarchy 3. The management based upon written documents 4. Office management presupposes thorough and expert training. 5. Demands the full working capacity of the official 6. The management of the office follows general rules

"The Giving of Orders" (1926) Critical of micromanagement. Advised that managers should use power with, not power over. • Power with rather than power over • Orders should be dictated by the situation • Situations evolve with circular not linear method • Conflict is positive and constructive • Organization buy-in by workers, decisions making • Alligned with Elton Mayo - belonging to a group is more important than money

"Introduction to the study of public administration" (1926) First PA textbook. Works to establish PA as unique discipline • Defines public administration is the management of men and materials in the accomplishment of the purposes of the state • PA relates the conduct of government business to the of the affairs of any other business • The objective of PA is the most efficient utilization of resources at the disposal of officials and employees • Book rests on four assumptions o Administration is a single process o Assumes that administration should be based in management, not law o Assumes that administration is an art with scientific possibilities o Assumes that administration has become the heart of the problem of modern government

Problems of Municipal Administration (1904) Critical of top-down government. Focus on local governments • Critical of the founders vision of American government • Top-down style is not addressing issues going on in America • Says that urban areas are the source of change and uprising • Seems to advocate for street-level bureaucracy- saying "in this country it seems to be only the politician at the bottom, the man nearest the people who understands this" • Seems to think that founders vision style of government is not as responsive to the peoples needs/desires as they should be • Turning the government over to the people was also wrong- local government is where people connect to the government (police officers, mayors)

Scientific Management (1912) Father of scientific management. Time and motion studies. Maximizing efficiency. Taylor states that there are four key elements of scientific management. • First, scientific methods should replace all rule-of-thumb • Second, the scientific selection and training of each worker • The third and fourth elements of scientific management are a cooperation and equal division of work between management and worker. Taylor argues that the relationship between worker and boss is not necessarily antagonistic and that both can cooperatively work together to both achieve prosperity.

Politics and Administration (1900) Established politics-administration dichotomy • 2 functions of government- politics and administration • Politics has to do with the guiding or influencing of governmental policy • Administration has to do with the execution of that policy • Introduces politics-administration dichotomy • Says that administration should not be regarded simply as a function of executive authority; instead it should be seen as the function of executing the will of the state

The Theory of Human Motivation (1943) Hierarchy of Needs. It isn't all about making workers efficient, they have bigger, more important needs that must be met. • Discusses hierarchy of needs in order of need o Physiological (food, health) o Safety o Love/Belongingness o Esteem o Self-Actualization • If you have each of these, people "should" be happy • Next level of needs only appears when others are satisfied- so people aren't concerned with safety until they have met their physiological needs • Shoots back at Taylor who says people will be happy if they are making money • Informs leadership/motivation literature

Report of the President's Committee on Administrative Management (1937) Brownlow committee (Brownlow, Merriam, Gulick); expansion of the executive. • Hamiltonian argument- time of big government- New Deal • Business model- we need to coordinate through the executive • Interpreted the constitution to give the executive extensive power • Advises expansion of the executive due to their extensive administrative duties • Calls for white house staff expansion • Executive employees should be hired based on merit • Advises a hierarchical system with the President being the final decision maker on matters

The Science of Muddling Through (1959) Incrementalism, Path Dependency • Incremental decisionmaking • Relationship between means and ends • We are not making decisions in a vacuum • Path dependency • We aren't going to overturn the whole system in a day • Builds on bounded rationality- we build off of what we know

Informal Organizations and Their Relation to Formal Organizations (1938) Must remember the human element of work. Workers are not machines and worker relationships (informal organizations) shape formal organizations. • Informal organizations, particularly large informal organizations, need structure, which formal organizations provide • Informal organizations provide happiness for workers • Formal organizations rely on informal organizations for the purposes of communication, maintenance of cohesiveness and maintenance of the feeling of personal integrity and self-respect amongst staff • Cannot forget about the human element- can't forget about interaction between workers- its not all about efficiency • How to get the most out of your organization- not just the individual person (as advised by Frederick Taylor)- Mayo's Hawthorne experiments also show that workers are complex and cannot be manipulated

The Human Side of Enterprise (1957) Theory X and theory Y Workers Theory X worker: inherently dislikes work and will try to avoid it; must be coerced, controlled and threatened with punishment in order to put forth adequate effort; prefers to be directed, dislikes responsibility, and has little ambition Theory Y worker: work is natural and is not inherently disliked ; workers committed to objectives will exercise self-direction and control, people learn to accept and seek responsibility; modern industrial work does not utilize the full potential of the worker; creativity is widely distributed in the population Approaches to Theory Y workers should be different than to Theory X workers Ouchi (1978) follows with Theory Z

The Administrative State (1948) "Efficiency for what"; PA involves many other fields that can't be ignored; One grand theory is not realistic • "Efficiency for what" • Disputes the orthodoxy and Gulick's POSDCORB • Administrators need to be trained in politics and ethics • Values and ethics are important • PA involves many other fields- heterodoxy • Wants to take field in a normative, not positivist direction • Very practitioner based- employees need to be trained in ethics, etc • Says to Simon- you cannot isolate administration- other factors cannot be ignored • Touches on the human factor • Acknowledgement that there will be no grand theory

The Proverbs of Administration (1946) Bounded rationality; fact-value dichotomy; believed PA theory should be testable • Administrative theory to date is based on proverbs, which are contradictory that cannot be tested • Need theory that can be evaluated • Bounded rationality (Barbara Harris White follow up- society is socially constructed) • Fact-value dichotomy • PA should be all about decisions • PA should study administration and make it testable • Positivist perspective

The Report of the Commission on Organization of the Executive Branch (1949) Reorganized the executive branch into cohesive departments, increasing management capacity • The President needed a bigger staff • Strength and unity in the executive facilitate better legislative ability to enforce accountability • Findings: o There were too many departments and agencies to manage o The President did not have sufficient staff to supervise policy execution o There are not enough high-level professional administrators o Administrative law is too rigid and detailed o Budgeting and accounting methods need to be made uniform and simpler o Purchasing, maintaining records, and maintaining buildings are disorganized

Notes on the Theory of Organization (1937) POSDCORB; combination of top-down, bottom-up approaches. • Discusses Benefits (employee expertise) and limit of division of work (some work is not naturally dividable) • Importance of unity of command • Focus on efficiency, marginalize politics • Beware of "Experts"- Common man is the best judge of his own needs • Need a combination of top down & bottom up approaches • Functions of the executive: POSDCORB o Planning o Organizing o Staffing o Directing o Co-Ordinating o Reporting o Budgeting

Government is Different (1945) Says that public sector employees are distinctly different from private sector employees; Lays groundwork for PSM research • Government employees are distinctly different from non-government employees (built on by Graham Allison) • Government employees have public interest attitude • Good government employees would fail in private business and vice-versa • Government work, unlike private business, has three aspects: o Breadth of scope, impact, and consideration o Public accountability o Political character • Private employees are wired for efficiency, while public employees must value the public interest more than efficiency • Public employment requires the consideration of a much wider range of factors than their private employee counterparts

The Cooptative Mechanism (1949) Organizational coopatation to ensure stability and eliminate competition Discusses the process of cooptation • Cooptation is the process of absorbing new elements into the leadership or policy determining structure of an organization as a means of averting threats to its stability or existence • Formal cooptation involves overt processes (hirings, contract signing) o Can be due to: • Legitimacy of the agency being called into questions • Need to invite participation into process o Does not mean transfer of actual power • Informal cooptation involves administrative constituencies

Bureaucratic Structure and Personality (1940) Argues that Weberian view of bureaucracy does not take into account human element. • Provides a counterpoint to each of the "positives" deemed from the bureaucratic structure o States that bureaucrats can be inflexible and therefore, inefficient- not willing to bend rules when it makes sense to do so o Bureaucrats can be cold to customers, producing resentment o If the organizational impersonality is broken by an employee, it can create organizational conflict • "Ideal type" bureaucracy does not take into account human element- we cannot dehumanize workers

The Lack of Budgetary Theory (1940) Argues for distinct public budgetary theory • Argues that we need a distinct budgeting theory for public institutions • Budgeting is an important thing that has major political consequences • People that manage budget must have interest in the public • Other theories, such as the marginal utility theory, will not work

Rescuing Policy Analysis from PPBS (1969) Budgeting is incremental and highly influenced by policy. The shotgun marriage between policy analysis and budgeting should be annulled. • Says the military example using PPBS is unique and does not apply to domestic policies (McNamara was Secretary of Defense that implemented it) • True policy analysis requires case-by-case adjustment and takes time; there is not a one size fits all method of policy analysis

Systematic Thinking for Social Action (1971) Careful decentralizing. Need better performance measures to understand impact of decentralization. • Comes in time of social unrest and anger at government around Vietnam war • Says that calls for decentralization, community control and privatization are valid but that better performance measures are needed o Without better performance measures , people will take advantage of the system • Calls for two improvements in performance measures o Single measures of social service performance should be avoided (they can be gamed) o Performance measures should reflect the difficulty of the problem

The Road to PPB : The Stages of Budget Reform (1966) Planned Programming Budgeting Systems. Use of PPBS as tool for change and future development. • A budget is a reflection of our values • Rejects incremental style of budgeting- says budgeting can be a tool for driving change and answering "where do we want to go?" • States that the old style was management budgeting, but the new style is planning budgeting (PPBS). This change to a planning orientation is due to three things: o Economic analysis (micro and macro) has had an increasing part in shaping of fiscal and budgetary policy o The development of new informational and decisional technologies has enlarged the applicability of objective analysis to policymaking o There has been a gradual convergence of planning an budgetary processes Wildavsky criticizes

The Life Cycle of Bureaus (1967) Describes how organizations' life cycles operates • Bureaus are generated in four ways o Routinization of charisma o Created out of nothing to carry out a specific function for which they perceive a need o Split off from existing bureau o Created through entrepreneurship • Three stages of bureaus o Initially dominated by advocates or zealots o Goes through early phase of rapid growth o Must immediately begin seeking sources of external support in order to survive • Best time to kill a bureau is early o Old bureaus are resilient and willing to adapt

Organizational Decline and Cutback Management (1978) Said organizations in decline must use different management strategies to cope with scarce resources. Builds on Anthony Downs' life cycle ideas.

Organization and the System Concept (1966) Open systems theory; input output system. Bottom line- it is not all about internal structure, goals and tasks- outside environment and adapting to feedback are essential too • Promoted idea of organizations as existing in open systems (contrary to previous closed approaches) • Characteristics of open systems o Importation of energy from the external environment o The throughput- open systems transform the energy available to them o The output- export product into the environment o Cyclical patterns of energy exchange o Organizations will store energy for survival o Using information and negative feedback to adjust course o Steady state and dynamic homeostasis o Move in the direction of differentiation and elaboration- more specialized functions o Equifinality- system can reach the same final state from differing initial conditions and a variety of paths • Builds significantly of van Bertalanffy • Introduces new variables- relationships, bargaining, etc.

Intergovernmental Relations: An analytical overview (1974) IGR; Picket fence federalism. Cross-organizational thinking. Five distinctive features of intergovernmental relations • National • States • Counties • Municipalities • Special Districts

Watergate: Implications for Responsible Government (1974) Need to bring ethics back into the public sector • Said public sector employees needed to be trained in ethics • Who do you serve? Normative framework • Need to end the patronage- Jacksonian

Toward a New Public Administration (1971) New Public Administration. Focus on social equity, representativeness, politically neutral competence, and executive leadership. • Comes out of Minnowbrook Conference • Quotes Herbert Kaufman who describes NPA: "representativeness, politically neutral competence and executive leadership • Says NPA adds social equity to the classic objectives of Public Administration • While classic public administration emphasizes strengthening institutions which have been designed to deal with problems, NPA attempts to refocus on the problem (and to consider alternatives) instead of focusing solely on the institutions • Political system supports the majority, so administrators must work for social equity • Criticism of new public administration: you are creating a 4th branch of government, giving policymaking power to unelected bureaucrats

Administration Decentralization and Political Power (1969) Argues adverse effects of government decentralzation. • He accepted that decentralization could provide for greater local influence in public policy making o Criticism of bureaucratic hierarchical structure • But it could also generate a number of other problems- including the interference with the pursuit of national mandates for economic and social equity, competition between local governments and programs, and decreased economies of scale leading to inefficiencies in government operations • Links to Alice Rivlin

Implementation (1973) Oakland study. First implementation research. • Claim to be first (with Martha Derwick) to analyze implementation of policies • Says that things can not work after everything seemingly went right • Says the separation of policy design from implementation is fatal • Devil is in the details • Criticized for their probability of decision calculation • Sparked new public management (government can't do anything)

Ethics for Bureaucrats: An Essay on Law and Values (1989) Commitment is to the Constitution. Bureaucrats need to follow Constitution

"The American System as a Single Mechanism" (1966) Marble cake; multiple governments with overlapping functions • Says most Americans pay taxes to 4+ government bodies • Says "the multitude of governments does not mask any simplicity of activity. There is no neat division of functions among them" • Many overlapping governments involved in many overlapping functions • Grodzins states that there is nothing wrong with this system inherently, and that we should not despair, saying- "it works, it works - and sometimes with beauty" • Describes our system not as layer cake federalism, but instead as a marble cake

Redundancy, Rationality, and the Problem of Duplication and Overlap (1969) Government overlap and duplication is good • Overlap and duplication is necessary o It guards against failures that would have adverse consequences o Though it is inefficient- inefficiency is better than someone dropping the ball o Argues that government workers should be trained in Constitutional ethics • Efficiency for what? Argument o Builds on Waldo (efficiency isn't the most important stuff) o Links to NPM, Walmsley, Rosenbloom • Need to drop the catch phrases like "streamlining an agency", "consolidating similar functions" and "eliminating duplication" o Running the constitution is harder than framing it

Representative Bureaucracy (1974) Representative bureaucracy- in order for government to be legitimate it has to be representative of the people (passive • Administrators should look like the general population (passive representation) • How do we go about legitimately getting the administration to look representative • Arguing- "If you really want social equity, this is how you do it- make the bureaucracy look more like the population" o Builds on Minnowbrook conference

The End of Liberalism: The Indictment (1979) Denounces interest group liberalism • Argued that public authority was parceled out to private interest groups and resulted in a weak decentralized government incapable of long-range planning • Interest groups have captured the government (both the legislature and the bureaucracy) o This relationship is weakening and incapacitating government o Makes government no longer about the public good o We are pushing the citizen o Do interest groups really represent the public? (Lowi thinks not)

Organizations of the Future (1967) Failure of bureaucracy; new systems • Believes bureaucracy will fail in the 20th century due to 5 problems o Integration- how to integrate individual needs and organizational goals o Social influence- problem of distribution of power o Collaboration- producing mechanisms for controlling conflict o Adaptation- responding to changes induced by the environment o Revitalization- the problem of growth and decay • These changes in the future will lead to changes in government o Integration of business into government o Higher educated workers o Changing work values and motivation o More complex work tasks and goals

Policy Analysts: A New Professional Role in Government Service (1967) Economics is not the sole answer; policy analysis is multi-disciplinary • Warns of dangers of solely using economics approach in public decision-making • Advocates policy analysis over systems analysis (economic approach) • Need to take into account the political elements • Worries that we are heading back towards politics-administration dichotomy • Economic approach leaves out human element

Toward a Feminist Perspective in Public Administration Theory (1990) Developing feminist theory in public administration o Four current areas in public administration theory where feminist though might be productively used • the question of administrative knowledge • the model of the ideal public servant • the nature of administrative discretion • the dimensions of the administrative state o Stivers argues that leaders of today's organizations have 3 options: • Do nothing and wait for the problem to resolve itself over time • Intervene to consciously create organization more hospitable to feminine ways • Hope that managerial women will be content to become more like men o Feminist theory sees the barrier between public and private, erected ostensibly to protect the freedom of all, as supportive of the oppression of many. • PROPONENT OF GOVERNANCE RESEARCH o BUREAUCRATIC STRUCTURE IS INHERENTLY MASCULINE- STEPPING ON ONE ANOTHER TO GET TO THE TOP o FEMINIST PERSPECTIVE PROMOTES COLLABORATION AND MUTUAL COOPERATION

The Ethics Challenge in Public Service (1992) Ethical challenges of the public servant; Deciding which ethical rules to abide by o Argues that public servants are torn by what methods to use to solve ethical problems • Common sense may be used to solve routine problems • Some use deontological rules based on duty or principle- golden rule, Kant's categorical imperative • Some use results-based utilitarianism (maximizing net benefits over net costs) • The public servant is torn with figuring out which standard to apply and when

Public Administrative Theory and the Separation of Powers (1983) Managerial, Political and Legal approaches to Public administration • Managerial approach prioritizes efficency o Led by Woodrow Wilson, Frederick Taylor o Goodness was measured as relation of outputs to inputs o Organizational structure: Weber's ideal type bureaucracy • Merit based employees o Impersonal veiew of individuals • Worker is an appendage to a mechanized means of production • Political approach to public administration o Based in reality, while managerial approach was more based in theory o Stresses the values of representativeness, political responsiveness and accountability through elected officials to the citizenry o Values frequently in tension with managerial values o Stresses the advantages of political pluralism o Views the individual as part of an aggregate group • Legal approach to public administration o Derived from three sources • Administrative law • Movement towards judicialization • Constitutional law o Values of legal approach • Procedural due process • Individual substantive rights • Equity o Organizational structure is one that maximizes adversary procedure o Views the individual as a unique person • Managerial most closely linked with executive • Political linked with legislature • Legal linked with judiciary • Advises three things: o Says we need to recognize validity and utility of all three approaches o Each approach may be more or less valid given situation o Must make greater use of political theory • Administration is the only place where have to consider all three branches of government and all three styles • Constitutions matter- administration officials need to abide by Constitution in order to not get sued- if you are a representative of government, you cannot violate individual rights or you will be sued o Administrators have a higher calling- if a political appointee asks you to do something illegally , you should follow the constitution, and respect people's rights

The Possibility of Administrative Ethics (1985) Initial arguments for administrative ethics existing -Argued that an ethic of neutrality or an ethic of structure would make it impossible to have administrative ethics- but neither exist • States that in order to have administrative ethics we cannot have an ethic of neutrality or an ethic of structure o Argues that we don't have an ethic of neutrality: portrays the ideal administrator as a completely reliable instrument of the goals of the organization, never injecting personal values into the process of furthering goals • Second, he argues that we do not have an ethic of structure o Asserts that even if administrators may have some scope for independent moral judgment, they cannot be held morally responsible for most of the decisions and policies of government • Says "Understanding why administrative ethics is possible is a necessary step not only toward putting it into practice but also toward giving it meaningful content in practice

Democracy and the Public Service: The Collective Services (1982) How democracy should be reflected in the civil service- worries that collective bargaining will make civil service less responsive to the public • Mosher grapples with the idea of the civil service participating in collective bargaining o In part, collective bargaining is a democratic process that allows civil service members to have a voice o However, he worries that this collective bargaining will make the civil service less responsive to the public they are supposed to be serving • Mosher also wrote "Watergate" article about responsive government

Public and Private Management: Are They Fundamentally Alike in All Unimportant Respects (1979) Details differences between private and public management Areas of difference: Time Perspective, Duration, Measurement of Performance, Personnel Constraint, Quality values, Process, Role of press and media, Persuasion and Direction, Legislative and judicial impact, Goals: Bottom Line

How does an Idea's Time Come? Agendas, Alternatives and Public Policies (1984) Agenda setting and how agendas change over time; Three streams o Two processes that affect agenda setting • Participants who are active and the processes by which agenda items and alternatives come into prominence o When windows of opportunities are opened, problems and solutions are most likely to come together o Three streams • Problems • Policies- floating around in "policy primeval soup" • Politics- composed of swings in national mood, administration, political turnover

Creating Public Value: Strategic Management in Government (1995) o Government is different • politics is important • market powers are different than the citizens o CONTRASTING NEW PUBLIC MANAGEMENT

American Federalism: Madison's Middle Ground in the 1980s (1987) Updates the state of federalism in the 1980s Says national government has proven supreme but states have proven to be forces for decentralization o Federalism is alive in the persistence of interstate differences in program characteristics and in the ineffectiveness of much federal oversight of state administration o Courts have been influential in federalism in what they have not done, declining to prevent Congress from taking action o The history of administrative reforms has been to strengthen federal/executive • In spite of all of that, states are still strong, and their role is not diminishing

Breaking through Bureaucracy (1992) Bureaucratic reform vision o Shifting paradigms from the public interest to results citizens value o "The concepts of mission, services, customers, and outcomes are valuable because they help public servants articulate their purposes and deliberate about how to adapt work to achieve them" o LINKS TO NEW PUBLIC MANAGEMENT

Street-level Bureaucracy: The Critical Role of Street-Level Bureaucrats (1980) Street-level bureaucrats are the face of government • Street-level bureaucrats are the face of government to the people (seen through teachers, health workers, public defenders) • Debates about the proper scope and focus of governmental services are essentially debates over the scope and function of street-level bureaucrats • Street-level bureaucrats have considerable impact on people's lives- their close interactions tend to be the focus of public controversy • Street-level bureaucracies are labor intensive in the extreme • Street-level bureaucrats play a pivotal role in linking the government (and public expenditures) to actual public services

Public Budgeting Amidst Uncertainty and Instability (1981) Budgeting reform, placing budgeting in a changing world, adjusting budgeting to changes in revenues and costs • Budgeting strives on stability (which today we lack) o Depends on accurate prediction of the amount of revenues available and the cost of expenditures o Works best with incremental budgeting, year-to-year marginal adjustments o Suggests advice for future of budgeting reform • Generate data on budgeting systems to assess what works and what doesn't • Need longer term budgeting so people can plan ahead (hard to plan ahead with appropriations only for one year) • Impossible to forecast full year so budgeting must be able to be altered in the middle of the year • Attempts to gain control of budgeting have led to over-bureaucratization and red tape • Need to simplify budgeting that has become overly complex • Need to measure performance of funded programs in order to better budget and maintain public trust Agrees with Graham Allison in difference between private and public time horizons

Exploring the Limits of Privatization (1987) Says that momentum towards privatization is undeniable and is positive in many ways; However, we must be aware of differences between public and private and issues that may arise with privatization • Urge to privatize is based on need for more efficiency • "Single most important characteristic that separates public and private sectors involves the concept of sovereignty o Sovereign has power to use coercion to enforce will o We should ask: "Does the performance of this function necessarily involve the powers properly reserved to the sovereign • Other factors to consider when privatizing o National security o Public Safety o Accountability o Corruption • LINKS TO NEW PUBLIC MANAGEMENT- HAL RAINEY

From Affirmative Action to Affirming Diversity (1990) Affirmative action needs to be reformed; minorities and women do not need boarding pass, they need upgrade o Affirmative action sees the workplace as a pipeline where people get in and move up the ladder • However, minorities usually plateau and never reach the top • MOVE PAST MELTING POT IDEA o LET DIVERSITY BE A POSITIVE FOR ORGANIZATIONS • HOW CAN MANAGEMENT BE USED TO MAKE ORGANIZATIONS MOST EFFICIENT

Understanding Organizational Culture (1989) Argues for theory on organizational cultures o Development of organization theory • Defining organization theory • Use definition to explain and predict organizational behavior o Quantitative research cannot capture organizational culture • Call to action for qualitative research on organizations

From Red Tape to Results: Creating a Government that Works Better and Costs Less (1993) New Public Management; cutting red tape Bureaucrats are good people trapped in bad systems Red tape is strangling people • Boiled down to four characteristics o Cutting red tape o Putting customers first o Empowering employees to get results o Cutting back to basics: Producing better government • CALL FOR EFFICIENCY • NEW PUBLIC MANAGEMENT • RELATIONSHIP WITH BUSINESS • NEW PUBLIC MANAGEMENT/NEW PUBLIC ADMINISTRATION

A Public Management for All Seasons? (1991) Commentary on new public management- NPM is the solution to big inefficient government- Shows evolution of New Public Management (LOOK AT AGAIN) o New public management as neo-Taylorism

Policy Paradox: The Art of Political Decision Making (2002) Rationality project- 3 pillars of public policy rationale o Attempts to justify why paradoxes seem to exist in political decision making • Looks at examples of paradoxes: • Republicans voting despite not having votes • FDA and prescription drug companies o Attempts to re-launch rationality project- trying to explain why actions were actually rational o Looks at three pillars of public policy rationale • Model of reasoning • Model of society • Model of policy making

Unmasking Administrative Evil: Searching for a Basis for Public Ethics (2004) Creating a basis for public ethics o Two versions of public ethics can be imagined • The first is based on liberalism of fear- assume the worst from people- need monitoring • Deliberative democracy- humans can do well by ethics with hard work

Perennial Budget Reform Proposals: Budget Staff versus Elected Officials (2002) Argues that political processes are interfering with technical workings of budgetary process- perennial budgets are prime example of the world of politics interfering with a rule-laden budgeting world o Perennial budgets- budget reforms that come up year-after-year despite having serious technical flaws • These perennial budgets may be technically inept or harmful o Argues that there are several sources of perennial budgets • Legislators coming from states where they have seen them work- but these reforms may not fit other states or nation well • Second source of perennial budgets is ideology (ideology abhors compromise) • Third source is the desire to get around limits and rules, or to maximize short-term partisan gains o Possible solution is to raise cost of attacking core processes of budgetary functioning in a democracy

Information Technology and Democratic Governance (2002) Argues that technology will be the next revolution that will change the face of how we are governed o Argues that technology will change face of government • Unclear whether it will lead to more centralization or more diffusion of power o Argues that there are three trends that indicate that we may be headed away from centralized government • Globalization • Marketization- diffiusion of power from government to market • Information revolution- lower costs of communication will reduce burden of distance • FALLS INTO LITERATURE- GOVERNANCE, NETWORKING, GLOBALIZATION (ANY CHANGES THAT AFFECT GOVERNMENT)

Inside Collaborative Networks: Ten Lessons for Public Managers (2006) Set out to look at how networks and collaborative governance work in practice Developed 10 lessons for network management based on case study analysis