- Title Page
- Copyright
- Dedication
- Foreword
- Preface
- The Editors
- The Contributors
- Acknowledgments
- Part 1: Governing for Collective Action
- Chapter 1: Governing in an Age of Transformation
- Chapter 2: The Changing Character of the American Intergovernmental System
- Chapter 3: Governance in an Era of Partnerships
- Chapter 4: Governing in a Global Context
- Part 2: Building Infrastructures for Accountability
- Chapter 5: Understanding How Public Law Reinforces Administrative Responsibility
- Chapter 6: Advancing Good Government through Fighting Corruption
- Chapter 7: Using Transparency to Reinforce Responsibility and Responsiveness
- Chapter 8: Using Public Participation to Enhance Citizen Voice and Promote Accountability
- Part 3: Implementing Policy Using Tools of Collective Action
- Chapter 9: Developing Effective Relations with Legislatures
- Chapter 10: Designing Effective Programs
- Chapter 11: Using Grants to Achieve Public Purposes
- Chapter 12: Contracting in Pursuit of Public Purposes
- Chapter 13: Coproducing Public Services with Service Users, Communities, and the Third Sector
- Chapter 14: Advancing Public Good through Entrepreneurship
- Part 4: Managing for Public Performance
- Chapter 15: Leading Public Organizations Strategically
- Chapter 16: Managing Effective Collaborations
- Chapter 17: Tracking the Quality of Services
- The Brief History and Limitations of Service Quality Measurement
- Need for Multiple Types of Performance Indicators
- Sources of Data and Data Collection Procedures
- Improving the Usefulness of Performance Measurement Systems
- Uses for Service Quality Information
- Problems in Performance Measurement
- Role of Ad Hoc Program Evaluations
- Summary
- Notes
- Chapter 18: Evaluating the Performance of Public Programs
- Chapter 19: Motivating Employees Using Public Service
- Chapter 20: Realizing the Promise of Diversity
- Chapter 21: Understanding and Overcoming Resistance to Organizational Change
- Part 5: Developing Effective Administrative Systems
- Chapter 22: Performance Budgeting: Lessons from Worldwide Diverse Practices
- Chapter 23: Designing and Administering Revenue Systems
- Chapter 24: Managing E-Government
- Chapter 25: Designing Social Media Strategies and Policies
- Chapter 26: Compensating Public Sector Employees
- Part 6: Sharpening the Public Administrator's Skill Set
- Chapter 27: Enacting Collective Leadership in a Shared-Power World
- Collective Leadership and Democratic Governance: What We Know
- Enacting Collective Leadership: What Research Tells Us
- Enacting Collective Leadership inside Organizations
- Enacting Collective Leadership in Complex, Shared-Power Environments
- Enacting Collective Leadership in Large Collaborative Networks
- Implications: Convergences and Cornerstones of Collective Leadership
- Summary
- Chapter 28: Negotiating for the Public Good
- What to Negotiate: Problems and Context
- When to Negotiate and When Not To
- Why Negotiate: Empirical Evidence on Practice
- How to Negotiate: Tools and Skills to Prepare for and Initiate Negotiation
- Principled or Interest-Based Negotiation and Positional or Hard Bargaining
- How Not to Negotiate and How to Recognize Hard Bargaining
- Summary
- Chapter 29: Becoming and Being an Effective Collaborator
- Chapter 30: Communicating Effectively
- Chapter 31: Developing Intrapersonal Skills
- Part 7: Professionalizing Public Administration Practice
- Chapter 32: Embracing Ethical Principles for Public Action
- Chapter 33: Understanding the Obligations of Codes of Ethics
- Codes of Ethics as Markers of Public Administration Professional Identity
- Measuring the Effectiveness of Codes of Ethics in Public Administration
- Assessing the Effective Implementation of Codes of Ethics in Public Administration
- Comparative Analysis of Codes of Ethics Implementation Efforts
- Summary
- Notes
- Chapter 34: Understanding Your Liability as a Public Administrator
- Chapter 35: Effective Governance, Effective Administrators
- Reference
- Reference
- Index
- End User License Agreement
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