Johns Hopkins Studies in Governance and Public Management – serie

Combining insights from traditional thought and practice and from contemporary political analysis, Madison's Managers presents a constitutional theory of public administration in the United States. Anthony Michael Bertelli and Laurence E. Lynn Jr. contend that managerial responsibility in American government depends on official respect for the separation of powers and a commitment to judgment, balance, rationality, and accountability in managerial practice. The authors argue that public management-administration by unelected officials of public agencies and activities based on authority delegated to them by policymakers-derives from the principles of American constitutionalism, articulated most clearly by James Madison. Public management is, they argue, a constitutional institution necessary to successful governance under the separation of powers.To support their argument, Bertelli and Lynn combine two intellectual traditions often regarded as antagonistic: modern political economy, which regards public administration as controlled through bargaining among the separate powers and organized interests, and traditional public administration, which emphasizes the responsible implementation of policies established by legislatures and elected executives while respecting the procedural and substantive rights enforced by the courts. These literatures are mutually reinforcing, the authors argue, because both feature the role of constitutional principles in public management. Madison's Managers challenges public management scholars and professionals to recognize that the legitimacy and future of public administration depend on its constitutional foundations and their specific implications for managerial practice.

Combining insights from traditional thought and practice and from contemporary political analysis, Madison's Managers presents a constitutional theory of public administration in the United States. Anthony Michael Bertelli and Laurence E. Lynn Jr. contend that managerial responsibility in American government depends on official respect for the separation of powers and a commitment to judgment, balance, rationality, and accountability in managerial practice. The authors argue that public management-administration by unelected officials of public agencies and activities based on authority delegated to them by policymakers-derives from the principles of American constitutionalism, articulated most clearly by James Madison. Public management is, they argue, a constitutional institution necessary to successful governance under the separation of powers.To support their argument, Bertelli and Lynn combine two intellectual traditions often regarded as antagonistic: modern political economy, which regards public administration as controlled through bargaining among the separate powers and organized interests, and traditional public administration, which emphasizes the responsible implementation of policies established by legislatures and elected executives while respecting the procedural and substantive rights enforced by the courts. These literatures are mutually reinforcing, the authors argue, because both feature the role of constitutional principles in public management. Madison's Managers challenges public management scholars and professionals to recognize that the legitimacy and future of public administration depend on its constitutional foundations and their specific implications for managerial practice.

Scholars and practitioners of public management have stressed the importance of such varied concepts as efficiency, process, systems and capacity as key to running effective government programmes. While acknowledging the usefulness of each of these criteria, the authors of this book argue that one quality above all is crucial to the overall performance of government: effective management. Examining government performance at the federal, state and local levels, the authors present analyses of public management systems in all 50 US states, the 35 largest cities, 40 large counties and a number of federal agencies. They examine systems for financial management, human resources management, information technology management, capital management and systems for managing results. While acknowledging the political context of all public administration systems, they argue that effective management of these systems nevertheless provides the key to good government performance.

Scholars and practitioners of public management have stressed the importance of such varied concepts as efficiency, process, systems, and capacity as key to running effective government programs. While acknowledging the usefulness of each of these criteria, the authors of Government Performance argue that one quality above all is crucial to the overall performance of government: effective management. Examining government performance at the federal, state, and local levels, the authors present analyses of public management systems in all fifty states, the thirty-five largest cities, forty large counties, and a number of federal agencies. They examine systems for financial management, human resources management, information technology management, capital management, and systems for managing results. While acknowledging the political context of all public administration systems, they argue that effective management of these systems nevertheless provides the key to good government performance.

Though his term in the White House ended nearly a century ago, Woodrow Wilson anticipated the need for new ideas to address the effects of modern economic and social forces on the United States, including increased involvement in international affairs. Democracy and Administration synthesizes the former world leader's thought on government administration, laying out Wilson's concepts of how best to manage government bureaucracies and balance policy leadership with popular rule. Linking the full gamut of Wilson's ideas and actions covering nearly four decades, Brian J. Cook finds success, folly, and fresh thinking with relevance in the twenty-first century. Building on his interpretive synthesis, Cook links Wilson's tenets to current efforts to improve public management, showing how some of his most prominent ideas and initiatives presaged major developments in theory and practice. Democracy and Administration calls on scholars and practitioners to take Wilson's institutional design and regime-level orientation into account as part of the ambitious enterprise to develop a new science of democratic governance.

Based on five years of extensive research by the Government Performance Project, this volume offers a comprehensive analysis of how government managers and elected officials use management and management systems to improve performance. Drawing on data from across the nation, it examines the performance of state, county, and city governments between 1997 and 2002 within the framework of basic management systems: financial information, human resources, capital and infrastructure, and results evaluation. Key issues addressed:* How governments strategically select elements of management to emphasize the role of leadership* How those governments that aim to improve performance differ from those that do not * What "effective management" looks like Through this careful, in-depth investigation, the contributors conclude that the most effective governments are not those with the most resources, but those that use the resources available to them most carefully and strategically. In Pursuit of Performance is an invaluable tool for government leaders and the scholars who study them.