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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Working with Culture: The Way the Job Gets Done in Public Programs Formats Available from CQ Press
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Table of Contents Foreword
Understanding Culture Emphasizing Culture in Public Management The Value of Culture in Public Management Going to the Roots of Culture Culture in Public Programs Notes The Advocates Managing Cultural Roots: Six Strategies for Change Identifying Commitments Identifying the Connections between the Roots of Culture and Commitments Determining and Articulating Change Managing Cultural Roots: Inward, Outward, and Shared Responsibility Being Relentless Capitalizing and Institutionalizing Change Conclusion Notes Capturing the Essence of Culture The Environment as a Factor: Bank Regulatory Agencies in the United States Getting at the Roots of Culture: The South African Police Service Making Changes Stick Conclusion Notes Getting a Clear Picture Identifying Commitments Connecting Roots to Commitments Conclusion Notes Lessons Learned Unanswered Questions Conclusion Notes Index Bio(s)
Anne M. Khademian 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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