New Public Service Serving, not Steering

ISBN-10: 0765626268

ISBN-13: 9780765626264

Edition: 3rd 2011 (Revised)

Authors: Janet V. Denhardt, Robert B. Denhardt

List price: $34.95
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This widely praised work provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest.
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Book details

List price: $34.95
Edition: 3rd
Copyright year: 2011
Publisher: M. E. Sharpe Incorporated
Publication date: 3/11/2011
Binding: Paperback
Pages: 242
Size: 6.25" wide x 9.25" long x 0.50" tall
Weight: 0.990
Language: English

Janet V. Denhardt is the Chester A. Newland Professor of Public Administration and Director of the University of Southern California Price School of Public Policy in Sacramento.nbsp; Her teaching and research interests focus on organization theory, organizational behavior, and leadership. She is co-author of Managing Human Behavior in Public and Nonprofit Organizations, Third Edition. Her most recent book, The Dance of Leadership, was preceded by The New Public Service, Managing Human Behavior in Public and Non-Profit Organizations, and Street-Level Leadership: Discretion and Legitimacy in Front-Line Public Service. Prior to joining the faculty at the University of Southern California, Dr. Denhardt taught at Arizona State University, Eastern Washington University, and served in a variety of administrative and consulting positions.

Robert B. Denhardt is Professor of Leadership in the Sol Price School at the University of Southern California, Regents Professor Emeritus at Arizona State University, and Distinguished Visiting Scholar at the University of Delaware. Dr. Denhardt is a past president of the American Society for Public Administration and a member of the National Academy of Public Administration. Dr. Denhardt has published a dozen books, including Managing Human Behavior in Public and Nonprofit Organizations, The Dance of Leadership; The New Public Service, Theories of Public Organization; Public Administration: An Action Orientation; In the Shadow of Organization; and The Pursuit of Significance.

Preface to the Third Edition
Acknowledgments
Public Administration and the New Public Management
The Old Public Administration
The New Public Management
Engaging the Debate
The Roots of the New Public Service
Democratic Citizenship
Models of Community and Civil Society
Organizational Humanism and the New Public Administration
Postmodern Public Administration
The New Public Service
Serve Citizens, Not Customers
Civic Virtue and Democratic Citizenship
Public Service as an Extension of Citizenship
The Old Public Administration and Client Service
The New Public Management and Customer Satisfaction
The New Public Service and Quality Service for Citizens
Conclusion
Seek the Public Interest
What Is the Public Interest?
The Old Public Administration and the Public Interest
The New Public Management and the Public Interest
The New Public Service and the Public Interest
Conclusion
Value Citizenship over Entrepreneurship
A Governance Perspective
The Old Public Administration and the Administrator's Role
The New Public Management and the Administrator's Role
The New Public Service and the Administrator's Role
Conclusion
Think Strategically, Act Democratically
Implementation in Historical Perspective
The Old Public Administration and Implementation
The New Public Management and Implementation
The New Public Service and Implementation
Conclusion
Recognize That Accountability Isn't Simple
The Classic Debate
Administrative Responsibility: To Whom for What?
The Old Public Administration and Accountability
The New Public Management and Accountability
The New Public Service and Accountability
Conclusion
Serve Rather than Steer
Changing Perspectives on Leadership
The Old Public Administration and Executive Management
The New Public Management and Entrepreneurship
The New Public Service and Leadership
Conclusion
Value People, Not Just Productivity
Human Behavior in Organizations: Key Concepts
Groups, Culture, and Democratic Administration
The Old Public Administration: Using Control to Achieve Efficiency
The New Public Management: Using Incentives to Achieve Productivity
The New Public Service: Respecting Public Service Ideals
Conclusion
The New Public Service and Citizen Engagement: Action Recommendations
Why Engage Citizens?
What Is Citizen Engagement?
Alternative Approaches
Choosing When and How to Use Citizen Engagement Tools
Conclusion
The New Public Service: Cases and Examples
Listening to the City: The Rebuilding of New York
Iowa's Citizen-Initiated Performance Assessment
National Park Service Civic Engagement Initiative
Civic Engagement around the World
The Future of the New Public Service
Conclusion
References
Index
About the Authors
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