Der innovative Staat

Osborne, David; Gaebler, Ted

doi:10.1007/978-3-322-82803-3

Cited by 16 publications

(11 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Osborne and Gaebler, for example, devote a chapter to what they call "Results-Oriented Government" in which they stress the importance of proper incentive systems and certain forms of pay for performance. 26 The history of pay-for-performance programs in the United States, however, provides a good example of our willingness to often embrace civil service reform without appar ently thinking carefully about the full range of its effects. The logic of pay for performance is compelling.…”

Section: Incentive Structuresmentioning

confidence: 98%

Reinventing Public Personnel Management: Ethical Implications for Managers and Public Personnel Systems

Kellough¹

1999

Public Personnel Management

View full text Add to dashboard Cite

The need to ensure responsible administration in government is an imperative concern for the field of public management. The interest in administrative responsi bility is crucial because public administrators are the people who place government into action. They manage and direct the operations of federal, state, and local organi zations providing essential services and programs. They issue directives and regula tions, which give meaning to public policy, and in the process, substantive policy choices are made. In addition, in these capacities, government administrators act on behalf of the people. Ultimately, they must be accountable to the public interest. As a consequence, public servants bear important moral and ethical obligations. Indeed, much of the history of public administration in the United States has focused on the question of how those obligations might best be met.At the time of our "bureaucratic begirmir\gs," George Washington, to whom fell the task of ensuring the initial integrity of a nascent civil service, insisted upon high moral standards as a basic qualification for public office.i In addition to competence and loyalty to the new consti tution, Washington stressed "fitness of character" as an important prerequisite for appointment to the government work force. This stan dard for appointment promoted the principled stature of Washington's administration as well as the legitimacy of the new regime. But as time passed, the importance of ethical obligations of public servants was magnified even beyond what it was in the crucial early years, and the problem of discerning proper ethical conduct became more complex.The late nineteenth century civil service reform movement addressed the issue of promoting an ethical public service by pushing for the implementation of merit systems for public employment. This reform, was corisidered necessary by its supporters because the politics of patronage appointments to the public work force had by that time bread cor\siderable corruption and abuse of power. Merit systems represented an effort to overturn that corruption by standing on a fovmdation of selection on the basis of open and competitive examinations; relative security of tenure achieved through employee protection from arbitrary, capricious, or politically motivated removal; and an expecta tion of partisan neutrality on the part of the public employee.

show abstract

Section: Incentive Structuresmentioning

confidence: 98%

Reinventing Public Personnel Management: Ethical Implications for Managers and Public Personnel Systems

Kellough¹

1999

Public Personnel Management

View full text Add to dashboard Cite

show abstract

“…In the United States, the bible of the new public management is Osborne and Gaebler' s Reinventing Government. 21 But if you check its index, you will not find a single one of these terms-not justice, not equity, not participation, not even leadership. And you won't find the terms citizens or citizenship either.…”

Section: New Public Servicementioning

confidence: 98%

“…7 But entrepreneurship connotes more than simple resourcefulness. In addition to creativity and innovation, a strong focus on ends rather than means, and a proactive stance toward problems, the idea of entrepreneurship suggests that the individual government agent should act on his or her own self-interest (or that of the agency).…”

Section: New Public Managementmentioning

confidence: 99%

“…Osborne and Gaebler favor creating competition between the public and private sectors and among private firms vying for public contracts, among public agencies (for example, public schools), and among governmental units providing services to internal customers. 5 Whether applied to governmental contracting, choosing schools for one' s children, or selecting low-income housing, the recommendation of the new public management is to let the ebb and flow of the market guide not only individual choices but ultimately the direction of society as a whole.…”

Section: New Public Managementmentioning

confidence: 99%

See 1 more Smart Citation

The New Public Service: Putting Democracy First

Denhardt¹,

Denhardt²

2001

National Civic Review

View full text Add to dashboard Cite

One of the most important developments in political life today is a dramatic change in how public policy is being developed. In the past, government played the predominant role in what has been called the "steering of society." 1 This is not to say that other interests were not involved, but government was the primary actor. To use a sports analogy, the playing field on which the game of public policy formation occurred was prescribed by government and the primary players were elected public officials and policy advisors throughout government agencies. In turn, public administrators, playing on the same field, though often somewhere near the sidelines, were largely concerned with implementing public policies. They were concerned with managing their organizations so that things would get done properly.But time and circumstances have changed. The game of public policy formulation and implementation is no longer played primarily by those in government. Indeed, it might even be said that now the audience is no longer in the stands but rather is right there on the field, participating in every play. To put this more formally, there has been a reformulation of the steering mechanisms of society. Today many groups and interests are directly involved in developing and implementing public policy.There are several reasons this has occurred. First, the welfare state has been reconfigured so that government itself is no longer the primary agent in delivering services. Second, the more expansive reach of markets has engendered new means for organizing social functions. Third, technology has made possible greater and greater public access to the policy process. Increasingly, what we call policy networks-composed of businesses, labor unions, nonprofit organizations, interest groups, governmental actors, and ordinary citizens-now constitute the main arena in which public policy is shaped. These policy networks constitute the new playing field for the game of policy development.

show abstract

“…25 New privatization agendas aim to infuse the principles of business managerialism and competition into public sector operations in order to "reinvent government" and create a more entrepreneurial government system. 26 Although new privatization agendas may include contracting out, they move beyond simply transferring ownership and control of government operations to the private sector, and attempt to reconstitute public sector organizations in the image of the for-profit sector. According to Jurik, the major components of new privatization include "the belief that competitive markets exist and are the most effective methods of management"; an emphasis on "the performance assessment or audit" to measure organizational success; "cost effectiveness" as the goal and outcome of operations; and the ideology of "empowerment" in which employees are coached to adopt an "organizational communitarianism" and thereby define their own self-worth in terms of the goals and success of the organization.…”

Section: Neoliberalization Privatization and Emergency Management Pmentioning

confidence: 99%

Disaster, Inc.: Privatization and Post-Katrina Rebuilding in New Orleans

Gotham

2012

Perspect. polit.

View full text Add to dashboard Cite

This paper examines the problems and limitations of the privatization of federal and local disaster recovery policies and services following the Hurricane Katrina disaster. The paper discusses the significance of the Homeland Security Act of 2002 in accelerating efforts to devolve and privatize emergency management functions; the reorganization of the Federal Emergency Management Agency (FEMA) as a service purchaser and arranger; and the efforts by the New Orleans city government to contract out disaster recovery activities to private firms. I situate and explain these three developments in the context of recent trends toward the neoliberalization of state activities, including the privatization and devolution of policy implementation to private firms and non-governmental organizations. On both the federal and local levels, inadequate contract oversight and lack of cost controls provided opportunities for private contractors to siphon public resources and exploit government agencies to further their profiteering interests and accumulation agendas. This article demonstrates how the privatization of emergency management services and policy constitutes a new regulatory project in which the state's role has shifted away from providing aid to disaster victims and toward the management and coordination of services delivered by private contractors.

show abstract

Der innovative Staat

Cited by 16 publications

References 0 publications

Reinventing Public Personnel Management: Ethical Implications for Managers and Public Personnel Systems

Reinventing Public Personnel Management: Ethical Implications for Managers and Public Personnel Systems

The New Public Service: Putting Democracy First

Disaster, Inc.: Privatization and Post-Katrina Rebuilding in New Orleans

Contact Info

Product

Resources

About