The New Public Service: Serving, Not Steering
This widely-praised book is built around seven core principles that provide a framework for the many voices calling for the reaffirmation of democratic values,citizenship, and service in the public interest. This edition includes a brand new chapter that provides action recommendations for putting these values into practice, as well as current examples of how these ideas have been put to use in the real world.
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1 Public Administration and the New Public Management
2 The Roots of the New Public Service
3 Serve Citizens Not Customers
4 Seek the Public Interest
5 Value Citizenship over Entrepreneurship
6 Think Strategically Act Democratically
7 Recognize That Accountability Isnt Simple
8 Serve Rather than Steer
Other editions - View all
accountability achieve action activities administrator’s agency theory alternative approaches argued assumptions become bureaucratic Chapter citizen engagement citizen involvement citizenship civic engagement complex concept concerned Cooper coproduction create customers decision defined democracy democratic democratic citizenship democratic governance Denhardt dialogue discussion economic efficiency efforts employees engage citizens ethical example field of public focus focused goals governmental Grottammare groups human behavior ideals ideas implementation implementation theory important incentives individual interaction issues leaders leadership ment moral motivation neighborhood networks norms Old Public Administration organizational Osborne and Gaebler perspective policy process policymaking political problems programs public administration theory public choice theory public interest Public Management public organizations public policy public servants Public Service question rational relationship responsibility role sector self-interest serve shared values Sigtuna municipality simply social society structure suggests Terry Cooper theorists tion traditional understanding