- 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
Dedicated to the memory of Charles H. Levine, 1939–1988.
Charlie was an eminent scholar, valued colleague, caring teacher and mentor, and an activist for better government. Above all else, he was a wonderful human being.
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