公共行政導(dǎo)論

前言

In the original preface to this text we explained that we sought to create a text thatwould bridge two worlds: one that would be informal enough to be accessible toundergraduates yet comprehensive enough for beginning graduate students. We arepleased to now be able to report that we have succeeded at least to the extent thatthe publisher, after scrupulously studying the adoption statistics, has asked us toprepare this fifth editJon.As we have said since the first edition of this text, public administration is anexciting and fascinating field of study, full of the stuff of fiction, only true. We tryto capture this sense of drama and excitement by beginning each chapter with agood story——what we call a keynote——that highlights a major aspect of the subject.These accounts deal with a rich variety of topics including the attack on the WorldTrade Center in New York, the financing of sports stadiums, the famous mutiny onthe Bounty, and the organization development techniques of Hollywood films. Allof these keynotes have significant public policy and public management implica-tions that are developed further in the chapter. We trust they will lead to many stim-ulating class discussions.The material in each chapter is then presented in an order that should not sur-prise anyone familiar with public administration. We have made every effort tokeep the tone lively so that students, as well as their professors, might take somepleasure in reviewing the material. When a word appears in boldface in the text, itis defined at the bottom of its page. The key concepts at the end of each chaptersupplement rather than duplicate these boldfaced definitions.Readers will also find a list of recommended books and a separate list of re-lated Web sites at the end of each chapter. These have been included as guidesto further information on chapter topics for any interested reader——student orinstructor.Every effort has been made to keep the material as current as possible. Thusthere is extensive coverage of the reinventing government movement, privatization,and contracting out. Because American public administration is being increasinglyinfluenced by practices in other countries, such as managerialism in Britain, a com-parative perspective has been added wherever appropriate.

內(nèi)容概要

　　本書是由當(dāng)代美國著名公共行政學(xué)者沙夫里茨領(lǐng)銜著述的并在全球公共行政領(lǐng)域特別是在美國公共行政學(xué)界產(chǎn)生較大影響的著作，十四章內(nèi)容共同構(gòu)成一個(gè)完整的公共行政理論框架。與美國同類書籍相比，本書內(nèi)容更為豐富和全面，并旦吸收了當(dāng)代新公共管理運(yùn)動(dòng)的理論成果，像文化對(duì)行政的影響、榮譽(yù)與倫理的關(guān)系、管理主義、績效審計(jì)等內(nèi)容是美國同類書籍不曾探討或者較少探討的。與中國內(nèi)地同類書籍相比，本書代表著先進(jìn)的公共行政理論體系的建構(gòu)，如四個(gè)視角的公共行政定義、公共過程的政治與文化環(huán)境、公共管理者的榮譽(yù)、府際關(guān)系、社會(huì)公平、后現(xiàn)代公共行政、項(xiàng)目審計(jì)和評(píng)估等諸多主題是中國內(nèi)地同類書籍不涉及或者較少涉及的。故事引導(dǎo)、理論分析、實(shí)踐改革等教材編寫模式增強(qiáng)了本書的可讀性，這種模式也是值得中國內(nèi)地公共行政研究者借鑒的。

作者簡介

作者：（美國）杰伊·M·沙夫里茨（Jay M.Shafritz） （美國）E.W.拉塞爾（E.W.Russell） （美國）克里斯托弗·P·伯里克（Christopher P.Borick）杰伊·M·沙夫里茨（Jay M Shafritz），公共行政領(lǐng)域知名教授。美國匹茲堡大學(xué)公共與國際事務(wù)研究生院教授。曾任教于科羅拉多大學(xué)丹佛分校、休斯敦大學(xué)明湖分校等多所大學(xué)，由他撰寫的有關(guān)公共事務(wù)、組織理論和管理學(xué)等方面的專業(yè)性和學(xué)術(shù)性著作達(dá)30多本。E.W.拉塞爾（E.W.Russell），澳大利亞墨爾本大學(xué)城市治理與管理中心教授，兼任政府政策顧問。曾任公共政策和公共行政國際百科全書顧問編輯，代表作《公共行政導(dǎo)論：文獻(xiàn)選讀》?？死锼雇懈ァ·伯里克（Christopher P.Borick），美國穆倫堡學(xué)院政治學(xué)系副教授。曾參與撰寫《公共政策導(dǎo)論》、《公共政策經(jīng)典》和《公共政策和公共行政案例》等書。

書籍目錄

前言第1章 界定公共行政引子：斯巴達(dá)勇士1.1 公共行政的各種定義公共行政的政治性定義公共行政的法律性定義公共行政的管理性定義公共行政的職業(yè)性定義1.2 公共行政的演進(jìn)核心內(nèi)容這是一場冒險(xiǎn)活動(dòng)小結(jié)復(fù)習(xí)題關(guān)鍵術(shù)語參考文獻(xiàn)第2章 公共政策及其執(zhí)行的政治和文化環(huán)境引子：美國如果要發(fā)動(dòng)戰(zhàn)爭，那么應(yīng)當(dāng)由誰來決定？2.1 什么是公共政策？共和國的公共政策制定行政權(quán)力2.2 政策制定過程議程設(shè)定決策一個(gè)深謀遠(yuǎn)慮的決策者——行不通執(zhí)行評(píng)估2.3 權(quán)力——外部視角多元主義集團(tuán)理論2.4 權(quán)力——內(nèi)部視角組織目標(biāo)內(nèi)部權(quán)力關(guān)系2.5 公共組織文化外部文化環(huán)境內(nèi)部文化環(huán)境職業(yè)社會(huì)化象征管理小結(jié)復(fù)習(xí)題關(guān)鍵術(shù)語參考文獻(xiàn)第3章 政府機(jī)構(gòu)的持續(xù)性重組引子：新封建主義3.1 政府機(jī)構(gòu)為何物？優(yōu)化政府機(jī)構(gòu)政府機(jī)構(gòu)的增增減減3.2 美國政府的行政體系行政部門3.3 州及地方政府機(jī)構(gòu)州政府縣政府市政府鎮(zhèn)和特區(qū)地方政府治理結(jié)構(gòu)大城市政府州及地方政府的持續(xù)性改革3.4 聯(lián)邦政府機(jī)構(gòu)改革布朗洛委員會(huì)胡佛委員會(huì)阿什委員會(huì)總統(tǒng)關(guān)于私營部門成本控制的調(diào)查再造政府戈?duì)枅?bào)告再造的終結(jié)微觀管理者3.5 私營化的壓力私營化戰(zhàn)略軍隊(duì)的私有化非營利策略志愿主義和博愛主義小結(jié)復(fù)習(xí)題關(guān)鍵術(shù)語參考文獻(xiàn)第4章 府際關(guān)系引子：權(quán)力下放的時(shí)代4.1 聯(lián)邦制的演進(jìn)聯(lián)盟和邦聯(lián)定義府際關(guān)系4.2 基本協(xié)議憲法歐盟4.3 美國的聯(lián)邦制政府的三種類型4.4 府際關(guān)系的結(jié)構(gòu)多元主義的影響大理石花紋蛋糕的比喻4.5 動(dòng)態(tài)的聯(lián)邦制二元聯(lián)邦主義合作聯(lián)邦主義創(chuàng)造性聯(lián)邦主義新聯(lián)邦主義新新聯(lián)邦主義4.6 府際管理柵欄式聯(lián)邦主義政府委員會(huì)和府際協(xié)議托管躁狂癥托管與反恐戰(zhàn)爭治理的轉(zhuǎn)變4.7 財(cái)政聯(lián)邦主義——繞著錢轉(zhuǎn)財(cái)政聯(lián)邦主義理論補(bǔ)貼項(xiàng)目從收縮性到強(qiáng)制性的聯(lián)邦主義4.8 權(quán)力下放的革命公共選擇解決方案競相殺價(jià)的競爭小結(jié)復(fù)習(xí)題關(guān)鍵術(shù)語參考文獻(xiàn)第5章 榮譽(yù)、倫理與責(zé)任引子：馬基雅維利：杰出的公共行政倫理學(xué)家5.1 榮譽(yù)的起源與本質(zhì)國家榮譽(yù)為何榮譽(yù)先于倫理榮譽(yù)的多面性制度價(jià)值5.2 政府中的腐敗賄賂水門事件5.3 為國家而撒謊臟手困境性的謊言5.4 倫理的層次結(jié)構(gòu)倫理的四個(gè)層次伊朗門事件超法律辯護(hù)5.5 榮譽(yù)、行為和倫理之準(zhǔn)則決斗的新形式光榮的行為“深喉”的行為光榮嗎？行為標(biāo)準(zhǔn)5.6 挑戰(zhàn)問責(zé)憲法和法律的約束……第6章 管理和組織理論的演進(jìn)第7章 組織行為第8章 管理主義與績效管理第9章 公共部門的戰(zhàn)略管理第10章 領(lǐng)導(dǎo)第11章 人事管理和勞資關(guān)系第12章 社會(huì)公平第13章 公共財(cái)政管理第14章 項(xiàng)目審計(jì)與項(xiàng)目評(píng)估

章節(jié)摘錄

插圖：Any policy is a decision. A public policy is whatever a government decides to door not to do. It is what a government does in response to a political issue. A publicprogram consists of all those activities designed to implement the public policy:Often this calls for the creation of organizations, public agencies, and bureaus,which in turn need to create more policies that give guidance to the organization'semployees on how to put into practice the overall public policy.Policy is hierarchical. The broadest, most overarching policy is made at the top.Then increasingly more focused policies must be made at every level on down. Forexample, the president of the United States sits at the top of the foreign policymakingpyramid. Dozens of layers below him sit thousands of clerks in the visa sections ofhundreds of embassies and consulates making policy——that is, making decisionsmon who may legally enter the United States. To be sure, policy at the bottom is heavilyimpacted by laws and regulations. But to the extent that these low-level officials——what Michael Lipsky calls street-level bureaucrats——have any discretion at all,they are making policy. And if you are on the receiving end of that policy, whetheras a visa applicant or a motorist receiving a traffic citation from a police officer, thepolicy is as real to you as if it were coming from higher levels in the policymakinghierarchy.It is the sovereign who makes legitimate policy in a political community. In a tradi-tional society, the sovereign （meaning the monarch） is the sovereign （meaning theboss）. In the United States, the people are sovereign and government is consideredtheir agent. In a 1916 speech, President Woodrow Wilson rhetorically asked,Justwhat is it that America stands for？ If she stands for one thing morethan another, itis for the sovereignty of self-governing people.This kind of sovereignty is generallyreferred to as a democracy.

編輯推薦

《公共行政導(dǎo)論(第5版)》：暢銷多年的公共行政學(xué)經(jīng)典教材，學(xué)生的優(yōu)秀啟蒙者，老師的得力助手，有趣的故事，妙趣橫生的文摘，寓深刻的道理，于淺顯的表述之中。

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