The New Public Service: Serving, Not Steering

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M.E. Sharpe, Jan 1, 2007 - Political Science - 222 pages
2 Reviews
This widely praised work provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and services in the public interest. The expanded edition includes an all-new chapter that addresses the practical issues of applying these ideals in actual, real-life situations.
  

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This is a great book especially when you read it with The Just City. Denhardt and Denhardt emphasize the process and Fainstein emphasizes the outcome. Read full review

Contents

Public Administration and the New Public Management
3
The Old Public Administration
5
The New Public Management
12
Engaging the Debate
22
The Roots of the New Public Service
25
Democratic Citizenship
27
Models of Community and Civil Society
32
Organizational Humanism and the New Public Administration
35
The New Public Service and Implementation
114
Conclusion
116
Recognize that Accountability Isnt Simple
119
The Classic Debate
120
To Whom for What?
124
The Old Public Administration and Accountability
129
The New Public Management and Accountability
130
The New Public Service and Accountability
131

Postmodernism
39
The New Public Service
42
Serve Citizens Not Customers
45
Civic Virtue and Democratic Citizenship
46
Public Service as an Extension of Citizenship
53
The Old Public Administration and Client Service
57
The New Public Service and Quality Service for Citizens
60
Conclusion
63
Seek the Public Interest
65
What Is the Public Interest?
67
The Old Public Administration and the Public Interest
74
The New Public Management and the Public Interest
76
The New Public Service and the Public Interest
77
Conclusion
81
Value Citizenship over Entrepreneurship
83
A Governance Perspective
84
The Old Public Administration and the Administrators Role
88
The New Public Management and the Administrators Role
90
The New Public Service and the Administrators Role
93
Conclusion
100
Think Strategically Act Democratically
103
Implementation in Historical Perspective
104
The Old Public Administration and Implementation
111
The New Public Management and Implementation
112
Conclusion
137
Serve Rather than Steer
139
The Old Public Administration and Executive Management
141
The New Public Management and Entrepreneurship
143
The New Public Service and Leadership
145
Conclusion
153
Value People Not Just Productivity
155
Key Concepts
156
Groups Culture and Democratic Administration
159
Using Control to Achieve Efficiency
162
Using Incentives to Achieve Productivity
163
Conclusion
167
The New Public Service in Action
169
Listening to the CityThe Rebuilding of New York
170
Iowas CitizenInitiated Performance Assessment
173
National Park Service Civic Engagement Initiative
176
New Public Service in Greenville Wisconsin
178
Civic Engagement Around the World
181
The Future of the New Public Service
187
Conclusion
189
References
197
Index
213
About the Authors
223
Copyright

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About the author (2007)

Janet V. Denhardt is Professor of Public Administration in the School of Public Affairs at Arizona State University. Her teaching and research interests focus on organization theory, organizational behavior, and leadership. Her most recent book, "The Dance of Leadership, "was preceded by "The New Public Service, Managing Human Behavior in Public and Non-Profit Organizations "and "Street-Level Leadership: Discretion and Legitimacy in Front-Line Public Service". Prior to joining the faculty at Arizona State, Dr. Denhardt taught at Eastern Washington University and served in a variety of administrative and consulting positions.

Robert B. Denhardt is Lincoln Professor of Leadership and Ethics, Director of the School of Public Affairs at Arizona State University, and Visiting Scholar at the University of Delaware. Dr. Denhardt is a Past President of the American Society for Public Administration and a member of the National Academy of Public Administration. Dr. Denhardt has published eighteen books, including The Dance of Leadership, The New Public Service, Managing Human Behavior in Public and Non-Profit Organizations, Theories of Public Organization, Public Administration: An Action Orientation, In the Shadow of Organization, The Pursuit of Significance, Executive Leadership in the Public Service, The Revitalization of the Public Service, and Pollution and Public Policy.

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