13 of 13 people found the following review helpful:
5.0 out of 5 stars
A Case Study in the Golden Age of PA, December 15, 2002
This review is from: The Forest Ranger: A Study in Administrative Behavior (Paperback)
First published in 1960, The Forest Ranger is an impressive study of the United States Forest Service. In the book, Kaufman (1960/1967) case studies the behavior of district rangers in the Forest Service and endeavors for an answer to the question of how policies formulated by policy executives are realized into integrated action by a service whose field personnel operate under varied conditions. "Even in agencies with simple, routine responsibilities, welding the behavior of field personnel into integral patterns is often a trying experience" (p. 25). In an agency which is as much dispersed and heterogeneous as the Forest Service, is it possible to secure an integrated and coherent policy implementation across a great number of the districts? If you believe it is impossible, I strongly recommend you to have a look at The Forest Ranger by Herbert Kaufman.
The readers who are familiar with Herbert Simon should remember his masterpiece "Administrative Behavior" in which the author at "theoretical level" demonstrated what takes for the leaders of administrative agencies to direct, manage, and run largely staffed and complex organizations. Simon (1947/1997) spent his intellectual energy for an inquiry into the decision-making process, and knitted his theory around it by developing an impressive understanding that helped the readers to sense that "integrated policy action" depends on the degree that the leaders can control the "environment" of decision-making so that every individual employee in the organization adjusts his/her decisions to common objectives fashioned by policy makers. Organization design, implicitly, stood out as prerequisite for integrated policy action, with "organization design" serving to bring decision premises and necessary data to the attention and use of decision-makers. Herbert Kaufman (1960/1967), in The Forest Ranger, demonstrates vividly how once a "theory" becomes a reality in the case of the United States Forest Service.
I would not want to summarize the case study with the fear that I am likely to discolor a vivid masterpiece. Suffice to say that at present times in which orthodox public administration theory is being transformed by a new body of knowledge and skills, this case study should present (sometimes poignantly) the assumptions, ideals, weaknesses and strengths of orthodox public administration in its "golden age" that has reached a final stage in our contemporary times.
This classic book is organized into seven major chapters. The first chapter gives a summary of research design, data collection and analysis procedures, and the plan of the book. The second chapter makes the reader familiar with the size and complexity of the Forest Service with accompanying challenges to integrated policy action. The third chapter elucidates the challenges to unity that emanate from internal communication problems, the potential for field officers to be captured by local populations, personal preferences of field officers, and the like. In the fourth chapter, Kaufman (1960/1967) gives detail to the procedural devices used by the service leaders in order to "preform" decisions of individual employees (controlling the environment of decision). The fifth chapter shows how the Forest Service executives detect and discourage deviation from official policies. The sixth chapter explains the means by which the Forest Service leaders develop will and capacity in their employees to conform with the policy expectations. The seventh chapter is a conclusion with final remarks on the success level of policies in the Forest Service and ethical-moral implications.
If you are not comfortable with abstract theoretical constructs and need more concrete examples, skip The Functions of the Executive by Chester Barnard (1938/1968), Administrative Behavior by Herbert Simon (1947/1997), Organizations in Action by James Thompson (1967) or Leadership in Administration by Philip Selznick (1957/1984), and read Herbert Kaufman. Once you read The Forest Ranger can you return to these masterpieces and I believe you are more likely then to digest their theories and understandings.
If you are not very interested in public administration theory, The Forest Ranger is worth reading even due to its excellence as a case study that would help the readers in designing their own case studies for research purposes.
Overall, I highly recommend this classic to the readers.
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