000			03919nam a2200289uu 4500
001			9051818555130
003			OSt
005			20190211164923.0
008			090518s2008 xx ||||g| |0|| 0 eng d
020			_a9780872893474
090			_a1.12 _bG6717b
100	1		_aGORMLEY JR., William T _94249
245	1	0	_aBureaucracy and democracy : _baccountability and performance
250			_a2.ed
260			_aWashington : _bCQ, _c2008
300			_a268 p.
505	8	0	_tChapter 1: Bureaucracies as policymaking organizations _tThe contours of public bureaucracy _tAccountability and performance in public bureaucracies _tAccountability and its many faces _tThe evolution of accountability _tThe limits of accountability _tThe push for performance _tThe government performance and results act _tThe program assessment rating toll _tAgency reputations in the real world _tAccountability and performance: Theories and applications _tChapter 2: Bureaucratic reasoning _tThe bounded rationality model _tSimplifield problem solving _tProblem disaggregation _tStandard operating procedures _tSunk costs _tSimulations and tests _tImplications for policy analysis _tMotivation _tEmpathy and commitment _tRepresentative bureaucracy _tAttitudes toward risk _tOrganizational advancement _tPromoting organizational cohesion _tConsequences of bounded rationality _tA narrow search _tProblem disaggregation _tApproximations _tStandard operating procedures _tChapter 3: The bureaucracy's bosses _tDelegation, adverse selection, and moral hazard _tWhy bureaucracy? _tWhy delegation varies _tImplementing child care legislation _tManaging delegation _tPresidential power _tCongressional control of the bureaucracy _tJudicial review _tPrincipal-agent theory and the bureaucracy's clients _tPrincipals and principles _tChapter 4: The bureaucracy's clients _tThe benefits, costs, and politics of public policy _tThe rise and fall of iron triangles _tThe venues of client participation _tThe notice and comment process _tAdvisory committess and other venues of collaboration _tPolitical intervention _tClient participation and the Internet _tClient influence on bureaucratic policymaking _tBusiness organizations _tPublic interest groups _tState and local governments _tClients and the institutions of government _tClient participation: Three lessons and beyond _tWho participates varies _tVenues vary _tInfluence varies _tChapter 5: Networks _tNetwork theory _tThe tools approach _tIntergovernmental relations _tEnvironmental protection _tHealth policy _tPublic-private partnerships _tContracting out _tEnergy policy _tMental health policy _tWelfare policy _tCorrections _tPartnerships without contracts _tEnvironmental protection _tEducation _tInteragency networks _tThe cabinet _tOffice of management and budget _tInteragency coordination _tCzars _tNetworks' effectiveness _tTools' effectiveness _tGrants-in-aid _tRegulation _tInformation _tNetworks: Some conclusions _tChapter 6: The politics of disaster management _tHurricane Katrina: A crisis with precedent _tFEMA's evolution _tKatrina Strikes _tApplying the theories _tThe coast guard and other success stories _tSeptember 11,2001: A crisis without precedent _tThe first response _tBureaucracy after 9/11 _tThe Iraq war _tBureaucratic theories and future terrorist attacks _tAvian flu pandemic: A crisis in the making? _tNational strategy for pandemic influenza _tUsing the theories to forecast _tEvaluating bureaucracy in light of the theories _tChapter 7: Why are some bureaucracies better than others? _tRating the performance of agencies _tExplaning variations in performance _tTasks _tRelationships _tPolitical support _tLeadership _tBureaucracy in the twenty-first century
650		4	_912662 _a Burocracia
650		4	_aPrestação de Contas _912154
650		4	_aDemocracia _911984
651		4	_aEstados Unidos _912942
700	1		_aBALLA, Steven J _9732
942			_cG
998			_a20090518 _b1855^b _cIlkia
998			_a20130207 _b1319^b _cIsabel
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c29102 _d29102
041			_aeng