The New Public Service: Serving, Not Steering
This compact, clearly written volume synthesizes the many ideas and voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. It is built around a set of seven core principles: 1. Serve citizens, not customers; 2. Seek the public interest; 3. Value citizenship and public service above entrepreneurship; 4. Think strategically, act democratically; 5. Recognize that accountability isn't simple; 6. Serve, rather than steer; 7. Value people, not productivity. Provocative and timely, The New Public Service asks the reader to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it. For all students and professionals in the field, it celebrates what is distinctive, important, and meaningful about public service and considers how we might better live up to those ideals and values.
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Public Administration and the New Public Management
The Roots of the New Public Service
Serve Citizens Not Customers
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accountability achieve action active administrator's agencies agency theory approach argued assumptions become bureaucracy Chapter citizen involvement civic civic engagement clients complex concept concerned Cooper coproduction critical customers debate decision defined deliberative opinion poll democracy democratic citizenship Denhardt dialogue discretion economic efficiency employees engage ethical example field of public focus focused functions goals governmental groups hierarchical human behavior idea ideals implementation theory important incentives individual interaction issues leaders leadership means ment moral motivation norms Old Public Administration organizational Osborne and Gaebler participation performance perspective policy process political postmodern problems professional programs public administration theory public choice theory public interest Public Management public organizations public policy public servants Public Service question rational relationship responsibility result role self-interest serve shared values simply social society standards steer structure suggests Terry Cooper theorists tion tive top-down traditional trust understanding