Bücher der Reihe Studies in Government and Public Policy

This edition includes three chapters that add analysis and perspective to debates surrounding the political and administrative change in less-developed countries, the deficiencies of public administration theory, and the ways in which reform begets further reform.

Many of the basic issues of political science have been addressed by pluralist theory, which focuses on the competing interests of a democratic polity, their organization, and their influence on policy. Andrew McFarland shows that this approach still provides a promising foundation for understanding the American political process.

Even when effective treatments become available, efforts to control disease often fall short. Written to improve the prospects for managing AIDS, this work draws on previous large-scale public health initiatives to show how management effectiveness can meet threats to public health.

Offering a case study of how the American political system operated during the 1990s and of the criminal factors underpinning the political process, this book aims to expand our understanding of a particular constitutional crisis and a dynamic that still prevails in congressional politics.

Drawing on a sample of ten cities, Elaine Sharp explains how municipalities respond to sex business, abortion clinics, legalized gambling, gay rights and drug use. Analyzing the relative importance of subculture, economics, and institutional arrangements in the disputes, she offers an understanding of how cities respond differently to these issues.

As an avenue for progressive politics in a nation still skeptical of change, community organizing faces significant challenges. This book assesses that activity within the context of political, cultural, social, and economic changes in cities - from World War II onwards - to show how community-based organizations have responded.

Speaking of cabinet appointments hed made as governor, presidential candidate Mitt Romney famously spoke of having whole binders full of women to consider. The line was much mocked; and yet, Kaitlin Sidorsky suggests, it raises a point long overlooked in discussions of the gender gap in politics: many more women are appointed, rather than elected, to political office. Analyzing an original survey of political appointments at all levels of state government, All Roads Lead to Power offers an expanded, more nuanced view of women in politics. This book also questions the manner in which political ambition, particularly among women, is typically studied and understood.In a deep comparative analysis of appointed and elected state positions, All Roads Lead to Power highlights how the differences between being appointed or elected explain why so many more women serve in appointed offices. These women, Sidorsky finds, are not always victims of a much-cited lack of self-confidence or ambition, or of a biased political sphere. More often, they make a conscious decision to enter politics through what they believe is a far less partisan and negative entry point. Furthermore, Sidorskys research reveals that many women end up in political appointmentsat all levelsnot because they are ambitious to hold public office, but because the work connects with their personal lives or careers.With its groundbreaking research and insights into the ambitions, recruitment, and motivations of appointed officials, Sidorskys work broadens our conception of political representation and alters our understanding of how and why women pursue and achieve political power.

As the recent shake-up at GM underscores, the new global economy has widened the cracks and stresses in the American auto industry. But, as this new edition of the highly regarded Sustaining Hand reminds us, the auto industry remains a central if volatile player in American urban politics. In this significantly revised update, Bryan Jones and Lynn Bachelor have extended and refined their analysis of Detroit-area automakers and political leaders negotiating the selection of new factory sites (and thus the addition of thousands of jobs to the local economy). Their thorough revision develops a crucial new concept--solution sets--updates all plant location decisions reported in the first edition, and adds an instructive new case study--the Chrysler Jefferson Avenue plant in Detroit. This book seeks to uncover the linkages between business leaders(motivated by profit) and political decision makers (motivated by electoral gain) by examining the responses of public officials in three Michigan "auto cities"--Detroit, Flint, and Pontiac--to plant-location choices made by General Motors and Chrysler. Throughout, the authors focus on three issues-the relationship between the local industrial economy and the local political system, the structure of urban politics, and the degree of independence of political decision makers in urban affairs. As Jones and Bachelor show, urban regimes, in their efforts to shore up sagging economies, develop characteristic solution-sets that are applied almost routinely to superficially similar situations. In fact, they contend, it's rare for a regime to start with a problem and search for a policy solution. Instead, through a pattern of interactions among politicians, business executives, labor unions, and other interested parties, a "package" of problem-definitions and preferred solutions emerges. But if applied indiscriminately, these solutions can become dysfunctional, which in turn may attract new participants to the policy process and ultimately alter the regime's character.

If you think your job is hopelessly difficult, you may be right. Particularly if your job is public administration. Those who study or practice public management know full well the difficulties faced by administrators of complex bureaucratic systems. What they don't know is why some jobs in the public sector are harder than others and how good managers cope with those jobs. Drawing on leadership theory and social psychology, Erwin Hargrove and John Glidewell provide the first systematic analysis of the factors that determine the inherent difficulty of public management jobs and of the coping strategies employed by successful managers. To test their argument, Hargrove and Glidewell focus on those jobs fraught with extreme difficulties--"impossible" jobs. What differentiates impossible from possible jobs are (1) the publicly perceived legitimacy of the commissioner's clientele; (2) the intensity of the conflict among the agency's constituencies; (3) the public's confidence in the authority of the commissioner's profession; and (4) the strength of the agency's "myth," or long-term, idealistic goal. Hargrove and Glidewell flesh out their analysis with six case studies that focus on the roles played by leaders of specific agencies. Each essay summarizes the institutional strengths and weaknesses, specifies what makes the job impossible, and then compares the skills and strategies that incumbents have employed in coping with such jobs. Readers will come away with a thorough understanding of the conflicting social, psychological, and political forces that act on commissioners in impossible jobs.