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In a forthcoming book, I define performance management as a continuous and cyclical process of making data-informed decisions to improve organizational outcomes. In North Carolina, community development is a municipal function for some local governments and a county function for others.
The PublicManagement Research Association—through its flagship journal, the Journal of Public Administration Research and Theory ( JPART )—has always stressed building knowledge through theoretically informed analysis. Continued empirical progress, however, needs significant theoretical development.
There has been substantial growth in the use of experiments in publicmanagement over recent years. We asked a set of leading experimental researchers of publicmanagement to contribute and were delighted when all agreed to participate. Experiments should take their place alongside other methods in publicmanagement.
To many scholars in the field of public administration and publicmanagement, the study of nonprofit organizations is viewed as a narrow niche, a handful of people working at the margins of the field on topics that largely sit outside of mainstream concerns for publicmanagers. Is this a desirable trend?
However, we cannot forget that sometimes, people thrive by new opportunities which develop untapped skills. They’re willing to work but are unwilling to submit to a hiring process which inherently lacks humanity and reduces their personhood into an impersonal number. Weighing past performance is essential to the hiring process.
Public affairs programs across the country are developing undergraduate certificates, concentrations, minors, and majors in public administration, affairs, policy, and service. Here, I outline some of the challenges and opportunities we face as we work to develop top-notch undergraduate programs that advance public service.
This last theory I found particularly intriguing – especially given my interest in mapping as a tool for strategy development. Apparently Ito and Howe have formulated some broad theories of technological change that go by such titles as “pull over push” and “compass over maps.” What might compass over map mean?
Professional government employees are vital partners for these officials and do [or should do] the day-to-day operations of the government, procure products and services, supervise, develop budgets for programs and execute tactics outlined in strategy put forth in part by our elected officials. American political scientist, Dwight D.
Can Chen is an associate professor in the Department of PublicManagement and Policy, Andrew Young School of Policy Studies at Georgia State University. Please click here for more information on his research or email him at haguo@fiu.edu.
He served for two years in the army at the White Sand Proving Grounds in New Mexico after which he became part of the then Secretary of Defense Robert McNamara’s Whiz kids; a group which advised McNamara in his efforts to turn around the management of the Department of Defense in the 1960s.
This approach was highly publicized in the aftermath of the controversial travel ban signed on January 27 th. Many criticized the ban for being developed without accessing or properly integrating expert opinion and for avoiding standard inter-agency processes.
We define ourselves as specialists by the theory or variable we study (“I study networks” or “performance”) but at the cost of developing expertise in the nuts and bolts of policy specifics. This is, by and large, too much of a rarity in our field.
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