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Logics of Legitimacy
Three Traditions of Public Administration Praxis1079Skickas inom 10-15 vardagar.
Fri frakt inom Sverige för privatpersoner.The discipline of public administration draws predominantly from political and organizational theory, but also from other social and behavioral sciences, philosophy, and even theology. This diversity results in conflicting prescriptions for the "proper" administrative role. So, how are those new to public administration to know which ideas are "legitimate"? Rather than accepting conventional arguments for administrative legitimacy through delegated constitutional authority or expertise, Logics of Legitimacy: Three Traditions of Public Administration Praxis does not assume that any one approach to professionalism is accepted by all scholars, practitioners, citizens, or elected representatives. Instead, it offers a framework for public administration theory and practice that fully includes the citizen as a political actor alongside elected representatives and administrators. This framework: Considers both direct and representative forms of democracy Examines concepts from both political and organizational theory, addressing many of the key questions in public administration Examines past and present approaches to administration Presents a conceptual lens for understanding public administration theory and explaining different administrative roles and practices The framework for public administration theory and practice is presented in three traditions of main prescriptions for practice: Constitutional (the bureaucrat), Discretionary (the entrepreneur), and Collaborative (the steward). This book is appropriate for use in graduate-level courses that explore the philosophical, historical, and intellectual foundations of public administration. Upon qualified course adoption, instructors will gain access to a course outline and corresponding lecture slides.
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Fler böcker av Margaret Stout
Margaret Stout is an assistant professor of public administration at West Virginia University. Her research explores the role of public and nonprofit practitioners in achieving democratic social and economic justice with specific interests in administrative theory, public service leadership and ethics, and sustainable community development. She has a particularly strong interest in the ontological underpinnings of these issues. Her published work can be found in Administration & Society, Public Administration Review, Administrative Theory & Praxis, International Journal of Organization Theory and Behavior, Journal of Public Affairs Education, Public Administration and Management, Contemporary Justice Review, Encyclopedia of Public Administration and Public Policy, Second Edition, and PA Times. She serves on the board of the Public Administration Theory Network and is active in the American Society for Public Administration, serving as chair of the Section on Public Administration Education and on the board of the Section on Democracy and Social Justice. She also serves on the editorial board of Administrative Theory & Praxis and provides peer review for a host of other academic journals. Dr. Stout's first career was in human resource development, with a focus on work/life balance programming. Leading directly from related experiences in statewide and regional community and economic development initiatives, her second career was in community and youth development, serving as a community organizer, project manager, executive director, and organizational consultant to a host of nonprofit and government agencies in Arizona. She enjoys bringing these varied practitioner experiences into her current career as a professor.
WHY AND HOW THE TRADITIONS FRAMEWORK WAS CREATED The Legitimacy Question Why Worry about Role Conceptualization? Professional Socialization in Public Administration IntroductionThe Importance of Role Conceptualization in Public Administration What Is Role Conceptualization? How Role Conception Is Formed Step 1: Practitioner Acts as Role Taker Step 2: Role Performance Is Performed and Assessed Step 3: Experience Impacts Role Conception and Conceptualization Step 4: Pedagogy Transmits Role Conceptualizations Using Theoretical Frameworks as Interpretive Lenses Introduction Developing and Assessing Theoretical Frameworks Significant Focus Organizing Capacity Coherency Frameworks in Public Administration Dwight Waldo David Rosenbloom Richard Stillman Orion White David Farmer Jan Kooiman Historical Eras and Schools of Thought The Founding Era An Orthodoxy Emerges The Refounding Era The Reinventing Era The Transformational Era Summing Up Tradition as a Framework Metaphor How the Traditions Framework Was Created Introduction Employing the Ideal-Type Method Identify a Social Phenomenon of Interest Choose a Culturally Significant Frame of Reference Identify Essential Generic Elements Interpret Genetic Meanings Construct the Ideal-Types THE TRADITIONS FRAMEWORK The Generic Elements of Each Tradition Introduction Political Ontology Political Authority and Scope of Action Criterion of Proper Behavior Administrative Decision-Making Rationality Associated Organizing Style Assumed Governance Context Implications for Role Conceptualization Pulling the Type Together The Constitutional Tradition-Bureaucratic Accountability to the Constitutional Order Portrait of a Bureaucrat Introduction Political Ontology Political Authority and Scope of Action Criterion of Proper Behavior Accountability through Neutral Competence Accountability through Agency Conservation Administrative Decision-Making Rationality Organizing Style Assumed Governance Context Implications for Role Conceptualization Tradition Summary The Discretionary Tradition-Entrepreneurial Responsibility for Desirable Outcomes Portraits of Entrepreneurs Introduction Political Ontology Political Authority and Scope of Action Criterion of Proper Behavior Responsibility for Instrumental Outcomes Responsibility for Social Outcomes Summary Administrative Decision-Making Rationality Organizing Style Assumed Governance Context Implications for Role Conceptualization Tradition Summary The Collaborative Tradition-Stewardship Responsiveness to the Citizenry Portrait of a Steward Introduction Political Ontology Political Authority and Scope of Action Criterion of Proper Behavior "Administrative" Decision-Making Rationality Organizing Style Assumed Governance Context Implications for Role Conceptualization Tradition Summary CRITIQUE AND ANALYSIS Mutual Critiques among Traditions Introduction How the Traditions Fail to Achieve Their Own Logics Elected Officials Fail to Represent or Control Administrators Fail to Follow Orders or Rules Discretion Fails to Produce the Public Good Collaboration Fails to Produce the Public Good How the Traditions Fail According to Other Logics Democracy Is Inefficient and Ineffective Administrative Discretion Is Undemocratic Representation Is Problematic Government Has Been Captured by Market Interests or Self-Interest Collaboration Is Unconstitutional Collaboration Fails to Achieve the Public Interest (Because It Is Only Partial) Summing Up Integrations, Conciliations, and Dialectical Syntheses Introduction Key Integrations or Conciliations of Traditions Integrationist Approaches Conciliatory Approaches Summation Dialectical Relationship Within and Among T