Agendas and Decisions: How State Government Executives and by Dorothy F. Olshfski

By Dorothy F. Olshfski

Studies how state-level public executives and bosses in Tennessee come to a decision and enforce policy.

Connecting thought and perform, Agendas and Decisions explores how state-level public executives and bosses make a decision and enforce coverage. The authors specialize in Tennessee Governor Lamar Alexander’s (1979–1987) administration method, which believed in and practiced the foundations espoused through management theorists: concentrate on one or vital substantive difficulties or projects, paintings with stakeholders to guard the association and to procure beneficial assets, lease solid humans, and authorize them to behave. In addition to sending his cupboard participants to the Kennedy college of presidency to study management rules, he additionally tested the Tennessee govt govt Institute (TGEI) to supply an identical software for mid-level executives. Authors Dorothy F. Olshfski and Robert B. Cunningham controlled the TGEI in the course of its first 5 years and had unparalleled entry to state-level public executives and executives. the following, they clarify the typical workings of state-level forms in the context of an easy determination version and proportion managers’ and managers’ personal tales. Their learn questions a number of points of the present orthodoxy on decision-making tactics, bargains new considering government management in implementation and review, and compares government and middle-manager considering and behavior.

“As Tennessee governor Lamar Alexander subscribed to mainstream recommendation to managers: ‘hire sturdy humans, provide them authority to make judgements, get them the assets they want, depart them by myself, aid and shield them, and, in the event that they make too many blunders, get rid of them.’ This quantity illustrates how this straightforward recommendation will be advanced in perform. Following the choice technique version, Olshfski and Cunningham examine how Alexander’s appointees met with luck or failure in a classy genuine international … a must-read for practitioners and scholars.” — CHOICE

“This e-book benefits commendations and a spotlight from a number of standpoints … it really is a great single-state case examine delivering perception a couple of strategic method of administering a state’s guidelines and courses. It displays a coherent, concerted, and unsleeping attempt to put a significant theoretical template on public management and coverage processes.” — The American assessment of Politics

“There are numerous issues to love approximately this e-book: the mixing of concept and perform, the grounded idea technique the place concept is derived from the tales of the executives and directors, and how it brings public coverage alive and makes it genuine for public managers. Like another nice texts, the authors theorize approximately public administration established upon what it's public managers say they do. this is often extremely important, as is making the hyperlinks among administration and policy.” — Cheryl Simrell King, coauthor of Transformational Public carrier: pix of concept in Practice

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Additional resources for Agendas and Decisions: How State Government Executives and Middle Managers Make and Administer Policy

Sample text

Commissioner Sammie Lynn Puett describes an incident that happened on the day she was sworn in as commissioner for the Department of Human Services. ” This was on the 28th day of January, and my term began on February the 1st. ” I couldn’t believe that we were about to undo 16,000 food stamp recipients who thought they were gonna get their food stamps in the mail. . I had to learn real fast. . [T]he end result was I fired that guy not long after. Absolutely unreal, I don’t know whether he was setting me up or what.

PROBLEM IDENTIFICATION 35 The person who was highest on the register was extremely overqualified for the job . . this person had a PhD and years of teaching experience. He came in for the interview. I was very impressed with him. . We ordered his file from personnel. It was full of one problem after another. He had a history of problems, lawsuits, and this sort of thing; one of them, for instance, was that his job was abolished and he lobbied hard to have the position not abolished. ” Many managers would likely have routinely eliminated this applicant from the pool, thus an issue would never have arisen.

This “problem” employee gave the department several good years, and then went off to a teaching career in higher education. The manager was proud that she was able not only to provide a good employee to the state but also to rehabilitate the reputation of a capable individual. The aforementioned middle managers went against the flow in the problems they chose to address. Not all managers entering an ineffective work environment will perceive it as such, and if they do, they may not choose to go against the decision environment by taking remedial action, nor will the usual manager take the risk of hiring someone with negative comments in his or her resume.

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