The new public service : serving, not steering /
Janet V. Denhardt, Robert B. Denhardt.
- 4.ed.
- New York: Routledge, 2015.
- xv, 256 p.
Inclui bibliografia e índice
Chapter 1. Public administration and the new public management --The old public administration -- The new public management -- Engaging the debate Chapter 2. The roots of the new public service -- Democratic citizenship -- Models of community and civil society -- Organizational humanism and the new public administration -- Postmodern public administration -- The new public service Chapter 3. Serve citizens, not customers -- Civic virtue and democratic citizenship -- Public service as an extension of citizenship -- The old public administration and client service -- The new public management and customer satisfaction -- The new public service and quality service for citizens Chapter 4. Seek the public interest -- What is the public interest? -- The old public administration and the public interest -- The new public management and the public interest -- The new public service and the public interest Chapter 5. Value citizenship over entrepreneurship -- A governance perspective -- The old public administration and the administrator's role -- The new public management and the administrator's role -- The new public service and the administrator's role Chapter 6. Think strategically, Act Democratically -- Implementation in historical perspective -- The old public administration and implementation -- The new public management and implementation -- The new public service and implementation Chapter 7. Recognize that accountability isn't simple -- The classic debate -- Administrative responsibility: to whom, for what? -- The old public administration and accountability -- The new public management and accounrability -- The new public service and accountability Chapter 8. Serve Rather than Steer -- Changing perspectives on leadership -- The old public administration and executive management -- The new public management and entrepreneurship -- The new public service and leadership Chapter 9. Value people, not just productivity -- Human behavior in organizations: Key Concepts -- Groups, culture and democratic administration -- The old public administration: Using control to achieve efficiency -- The new public management: using incentices to achieve productivity -- The new public service: respecting public service ideals Chapter 10. The new public service and citizen engagement: Cases and recommendations -- What are the goals of citizen engagement? -- What is citizen engagement? -- Listening to the City: The rebuilding of New York -- Iowa's citizen-initiated performance assessment -- Civic engagement around the world -- Alternative approaches -- Choosing when and how to use citizen engagement tools Chapter 11. Fifteen Years Later: Are We Rowing, Steering, or Serving? -- Does citizen engagement work? -- How have the values of the public interest, shared leadership, and collaboration fared? -- Has the reliance on market models of entrepreneurship and privatization decreased? -- Are we rowing, Steering, or Serving?