LEADER 04379nam 2200637Ia 450 001 9910660459603321 005 20200520144314.0 010 $a0-8157-1898-5 035 $a(CKB)111087027972526 035 $a(EBL)3004408 035 $a(OCoLC)53798342 035 $a(SSID)ssj0000156762 035 $a(PQKBManifestationID)12003740 035 $a(PQKBTitleCode)TC0000156762 035 $a(PQKBWorkID)10131331 035 $a(PQKB)11744109 035 $a(Au-PeEL)EBL3004408 035 $a(CaPaEBR)ebr10063880 035 $a(MiAaPQ)EBC3004408 035 $a(EXLCZ)99111087027972526 100 $a20041017d2003 my 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aFor the people $ecan we fix public service? /$fJohn D. Donahue, Joseph S. Nye, Jr., editors 205 $a1st ed. 210 $aWashington, D.C. $cBrookings Institution Press$dc2003 215 $a1 online resource (296 p.) 300 $aDescription based upon print version of record. 311 $a0-8157-1896-9 320 $aIncludes bibliographical references and index. 327 $aContents; Acknowledgments; Introduction; PART I - What's Wrong with Public Service Today?; PART II - What Should the Future Look Like?; PART III - How Do We Get from Here to There?; Contributors; Index 330 $aA Brookings Institution Press and Visions of Governance for the 21st Century publication The stakes have seldom been higher for public service. Security concerns are surging to the foreground. New or neglected economic and social problems demand fresh thinking and deft action. Technology-driven improvements in the business sector raise citizens' expectations for performance. Government's capacity to deliver, meanwhile, too often falls short. The perception of government as bureaucratic and inflexible--and the blunt reality of uncompetitive salaries--can make talented people hesitate to take on public jobs. Many civic-minded young Americans opt reluctantly for business careers or turn to the nonprofit sector as a more appealing setting for doing good. Yet as John Adams advised his son, "public business must be done by someone." In our day, as Adams's, the urgency and complexity of much public business call for the talents of the very best. In this wide-ranging book, scholars from the Visions of Governance in the Twenty-First Century program at Harvard University examine what is broken in public service and how it can be fixed. Three interrelated long-term trends are changing the context of government in this century: "marketization," globalization, and the information revolution. These forces are acting to diffuse a degree of power, responsibility, and even legitimacy away from central governments. Public service in the era of distributed governance depends less on traditional aptitudes for direct administration and more on a subtler, sophisticated set of analytical and managerial skills. Those who labor for the people still need to discern public value through policy analysis and work the organizational machinery of government. But they must also be able to orchestrate the operations of far-flung networks involving a range of actors in 330 8 $adifferent sectors. The authors argue that we are witnessing not the end of public service, but its evolution. While the evidence and arguments presented in this book make it hard to deny that many aspects of public service are strained, bent, or even broken, they also offer grounds for optimism that public service can be refurbished and reshaped to fit today's shifting challenges. 606 $aPublic administration$zUnited States 606 $aAdministrative agencies$zUnited States$xManagement 606 $aOrganizational change$zUnited States 606 $aCivil service$zUnited States 606 $aPolitical leadership$zUnited States 615 0$aPublic administration 615 0$aAdministrative agencies$xManagement. 615 0$aOrganizational change 615 0$aCivil service 615 0$aPolitical leadership 676 $a352.6/3/0973 701 $aDonahue$b John D$0299990 701 $aNye$b Joseph S$0244246 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910660459603321 996 $aFor the people$92697291 997 $aUNINA