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Tables and Figures | |
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Preface | |
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Bureaucracies as Policymaking Organizations | |
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The Contours of Public Bureaucracy | |
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Accountability and Performance in Public Bureaucracies | |
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Accountability and Its Many Faces | |
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The Evolution of Accountability | |
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The Limits of Accountability | |
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The Push for Performance | |
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The Government Performance and Results Act | |
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The Program Assessment Rating Tool | |
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Agency Reputations in the Real World | |
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Accountability and Performance: Theories and Applications | |
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Bureaucratic Reasoning | |
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The Bounded Rationality Model | |
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Simplified Problem Solving | |
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Problem Disaggregation | |
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Standard Operating Procedures | |
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Sunk Costs | |
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Simulations and Tests | |
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Implications for Policy Analysis | |
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Motivation | |
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Empathy and Commitment | |
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Representative Bureaucracy | |
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Attitudes toward Risk | |
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Organizational Advancement | |
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Promoting Organizational Cohesion | |
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Consequences of Bounded Rationality | |
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A Narrow Search | |
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Problem Disaggregation | |
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Approximations | |
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Standard Operating Procedures | |
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Conclusion | |
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The Bureaucracy's Bosses | |
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Delegation, Adverse Selection, and Moral Hazard | |
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Why Bureaucracy? | |
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Why Delegation Varies | |
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Implementing Child Care Legislation | |
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Managing Delegation | |
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Presidential Power | |
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Congressional Control of the Bureaucracy | |
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Judicial Review | |
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Principal-Agent Theory and the Bureaucracy's Clients | |
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Principals and Principles | |
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The Bureaucracy's Clients | |
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The Benefits, Costs, and Politics of Public Policy | |
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The Rise and Fall of Iron Triangles | |
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The Venues of Client Participation | |
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The Notice and Comment Process | |
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Advisory Committees and Other Venues of Collaboration | |
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Political Intervention | |
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Client Participation and the Internet | |
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Client Influence on Bureaucratic Policymaking | |
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Business Organizations | |
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Public Interest Groups | |
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State and Local Governments | |
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Clients and the Institutions of Government | |
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Client Participation: Three Lessons and Beyond | |
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Who Participates Varies | |
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Venues Vary | |
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Influence Varies | |
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Networks | |
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Network Theory | |
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The Tools Approach | |
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Intergovernmental Relations | |
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Environmental Protection | |
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Health Policy | |
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Public-Private Partnerships | |
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Contracting Out | |
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Energy Policy | |
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Mental Health Policy | |
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Welfare Policy | |
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Corrections | |
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Partnerships without Contracts | |
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Environmental Protection | |
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Education | |
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Interagency Networks | |
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The Cabinet | |
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Office of Management and Budget | |
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Interagency Coordination | |
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Czars | |
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Networks' Effectiveness | |
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Tools' Effectiveness | |
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Grants-in-Aid | |
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Regulation | |
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Information | |
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Networks: Some Conclusions | |
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The Politics of Disaster Management | |
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Hurricane Katrina: A Crisis with Precedent | |
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FEMA's Evolution | |
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Katrina Strikes | |
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Applying the Theories | |
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The Coast Guard and Other Success Stories | |
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September 11, 2001: A Crisis without Precedent | |
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The First Response | |
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Bureaucracy after 9/11 | |
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The Iraq War | |
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Bureaucratic Theories and Future Terrorist Attacks | |
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Avian Flu Pandemic: A Crisis in the Making? | |
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National Strategy for Pandemic Influenza | |
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Using the Theories to Forecast | |
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Evaluating Bureaucracy in Light of the Theories | |
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Why Are Some Bureaucracies Better Than Others? | |
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Rating the Performance of Agencies | |
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Explaining Variations in Performance | |
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Tasks | |
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Relationships | |
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Political Support | |
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Leadership | |
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Bureaucracy in the Twenty-First Century | |
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Appendix: Web Resources | |
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Notes | |
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Index | |