In their quest to improve government performance, managers must overcome a multitude of problems, from entrenched procedures and employee concerns to citizen complaints and political pressure for results. A key to fostering successful reform is a thorough understanding and management of a program's culture. Drawing on a wealth of detailed examples from federal, state, and local agencies, Anne Khademian shows that cultural roots not only determine the way work is performed, but also dictate the ultimate success of reform efforts.
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About the Author
Anne M. Khademian received a Ph.D. in political science from Washington University in St. Louis and was a research fellow at the Brookings Institution. She has taught political science and public affairs at the University of Wisconsin-Madison and was a visiting associate professor at the University of Michigan. In 2001 she was a visiting senior fellow with the Fox Leadership Program at the University of Pennsylvania. Today she is an independent author and researcher. Her books include The SEC and Capital Market Regulation: The Politics of Expertise (1992) and Checking on Banks: Autonomy and Accountability in Three Federal Agencies (1996).
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First Sentence:
By the late 1980s Last St. Louis, Illinois, was by any measure a devastated city. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
cultural roots model, mental health partnership, direct action organizing, political overseers, program clientele, program culture, telephone interview with the author, neighborhood college, program commitments, managing culture, public managers, mental health clinicians Key Phrases - Capitalized Phrases (CAPs): (learn more)
Kenneth Reardon, New York, New Haven, South Africa, University of Illinois, Yale University, Nicholas Pastore, General Accounting Office, San Francisco, Public Administration, Edgar Schein, Police Reform, United States, Chester Barnard, Federal Emergency Management Agency, Institutionalizing Community Service Learning, John Shad, Ken Reardon, Wyvetter Younge, Anne Khademian, Chief Pastore, Federal Deposit Insurance Corporation, Martha Feldman, National Performance Review, Nick Pastore New!
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Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
By the late 1980s Last St. Louis, Illinois, was by any measure a devastated city. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
cultural roots model, mental health partnership, direct action organizing, political overseers, program clientele, program culture, telephone interview with the author, neighborhood college, program commitments, managing culture, public managers, mental health clinicians Key Phrases - Capitalized Phrases (CAPs): (learn more)
Kenneth Reardon, New York, New Haven, South Africa, University of Illinois, Yale University, Nicholas Pastore, General Accounting Office, San Francisco, Public Administration, Edgar Schein, Police Reform, United States, Chester Barnard, Federal Emergency Management Agency, Institutionalizing Community Service Learning, John Shad, Ken Reardon, Wyvetter Younge, Anne Khademian, Chief Pastore, Federal Deposit Insurance Corporation, Martha Feldman, National Performance Review, Nick Pastore New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Table of Contents | First Pages | Index | Back Cover | Surprise Me!
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- E-Government Reconsidered: Renewal of Governance for the Knowledge Age (Saskatchewan Institute of Public Policy(SIPP)) by LARRY SANDERS on page 115
- Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition by John M. Bryson in Back Matter
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