- Tapa dura: 240 páginas
- Editor: Routledge; Edición: 2 (15 de marzo de 2007)
- Idioma: Inglés
- ISBN-10: 0765619989
- ISBN-13: 978-0765619983
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
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The New Public Service: Serving, Not Steering (Inglés) Tapa dura – 15 mar 2007
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This widely praised work provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. The expanded edition includes an all-new chapter that addresses the practical issues of applying these ideals in actual, real-life situations. "The New Public Service, Expanded Edition" is organized around a set of seven core principles: serve citizens, not customers; seek the public interest; value citizenship and public service above entrepreneurship; think strategically, act democratically; recognize that accountability isn't simple; serve, rather than steer; and value people, not just productivity. The book asks us 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. It celebrates what is distinctive, important and meaningful about public service and considers how we might better live up to those ideals and values. All students and serious practitioners in public administration and public policy should read this book. While debates about public policy issues will surely continue, this compact, clearly written volume provides an important framework for public service based on and fully integrated with citizen discourse and the public interest.
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The "New Public Management" uses a different metaphor, "steering." The authors note (page 13): "They are urged to 'steer, not row,' meaning they should not assume the burden of service delivery themselves, but, wherever possible, should define programs that others would then carry out, through contracting or other such relationships. . . .New Public Management [NPM] relies heavily on market mechanisms to guide public programs."
And, finally, the preferred metaphor of the Denhardts, "serving." Their "New Public Service" would focus on "listening" to and "serving" the public. They observe that NPM forgets who owns the boat. That is, government belongs to the people, not the "steerers"; ". . .public administrators should focus on their responsibility to serve and empower citizens as they manage public organizations and implement public policy." (page 23).
One of the more interesting themes that are addressed in this volume: NPM looks at people as customers and tries to figure out how best to make consumers satisfied; the authors of this volume argue that we are to serve citizens, not create satisfied customers. In a democracy, citizenship means something and the people should be engaged through the New Public Service. With its market-oriented perspective, according to the authors, NPM does not consider citizenship as a critical factor.
This is a well written and thought provoking essay, well worth reading by those interested in contemporary public administration, by the idea of public service, and by those wondering how democracy can thrive in a complex organizational world.
Updated 6/2013: I've now had this text assigned for three separate courses. The most frustrating part of this book, as someone who works in public administration, is that it is idealistic and in someways presents an ideal without any practical implementation. There are some good ideas, and theoretical arguments presented, but it lacks any tangible suggestions for implementing change. Anyone can suggest lofty ideas and reform, but without any indications on how to make this theory relevant and implementable, it remains one of my least favorite books read in my graduate program.