_VOLUME XVI INDEX . 1, FALL 1992 1-116 Arakov, R. M., From Confrontation to Co- . 2, WINTER 1992 117-226 operation? U.S. and Soviet Aid to Devel- 3, SPRING 1993 227-330 oping Countries, reviewed, 114 . 4, SUMMER 1993 331-464 Ascher, W. A., Natural Resource Policy— making in Developing Countries: Envi- ronment, Economic Growth, and Income A Distribution, reviewed, 115-116 Assessment: judgmental vs. developmen- Accountability: and deliberation, 188- tal, 48; performance-based, 18. See also 189; government, 403 Developmental appraisal; Performance Accounting: private vs. public sector, 224, appraisal 225; standards, 224; in United King- Auditing, performance (case study), 432- dom, 223. See also Budgeting 436 Administration. See Public administra- tion B Administrative Analysifso r Local Govern- ment: Practical Application of Selected Baker, R., Fublic Administration in Small Techniques, reviewed, 113 and Island States, reviewed, 226 Administrators: action dilemmas, 439- Baldrige award, 30-31 441; productivity improvement efforts Balk, W. L., “Democratic Action and Pro- (study), 227-238. See also Appointed ductivity Improvement,” 437-445 county administrators; Public admin- Ban, C., “Trainee Satisfaction and Train- istration ing Impact: Issues in Training Evalua- AIDS and the Public Work Force: Local tion,” 299-314 Government Preparedness in Managing Barbour, G. P., Jr., Excellence in Manag- the Epidemic, reviewed, 113 ing: Practical Experiencferso m Commu- Alesandrini, K., Survive Information Over- nity Development Agencies, reviewed, load: The Seven Best Ways to Manage 95-97 Your Workload by Seeing the Big Pic- Barry, T. J., Management Excellence ture, reviewed, 329 Through Quality, reviewed, 326 Alexander, M., Elementary and Seconday Baseline budgeting, 421-422 Education, reviewed, 224-225 Behaviorally Anchored Rating Scales, 48 Ammons, D. N., Administrative Analysis Benefit/reward model, 458 for Local Government: Practical Appli- Boards of trustees, nonprofit, 226 cation of Selected Techniques, reviewed, Book Reviews: Choice and Control in 113 American Education. Vol. 1: The Theory Appointed county administrators: exter- of Choice and Control in Education; Vol. nal/internal environment, 230-231; . 2: The Practice of Choice, Decentraliza- management style, 236; managerial tion, and School Restructuring, 99-103; behavior, 234; and organizational Communicating for Results in Govern- structure, 233-234; policy-making, ment: A Strategic Approach for Public 234-236; productivity improvement Managers, 219-222; “Comprehensive efforts (study), 227-238; professional- Perspectives on Public Productivity ism, 231-232; revenue development Improvement,” 105-111; Dual Career efforts, 236-237; vision, 232-233 Couples in the Public Sector: A Manage- Appraisal. See Assessment; Developmen- ment Guide for Human Resource Profes- tal appraisal; Performance appraisal sionals, 321-323; “Entrepreneurial Approach to Quality Improvement That Government, 315-320; Excellence in Works, reviewed, 325 Managing: Practical Experiences from PUBLIC PRODUCTIVITY & MANAGEMENT REVIEW, vol. XVI no. 4, Summer 1993 © Jossey-Bass Publishers 465 466 Book reviews (continued) Bureaucrats: and executive entrepreneurs, Community Development Agencies, 95- 174-175; initiative, 147; innovative, 97; Exemplary Public Administrators: 153-154; rights/responsibilities, 148- Character and Leadership in Govern- 149. See also Bureaucracy; Public man- ment, 215-219; “Juggle and Balance,” agers 321-323; Politics, Markets, and Burnaby, P. A., Water and Wastewater America’s Schools, 99-103; “Privatiza- Treatment, reviewed, 224-225 tion and Educational Productivity,” Byrd, T. A., “Educational Needs of Infor- 99-103; Public Productivity Handbook, mation Systems Personnel and End- 105-111; Reinventing Government: How Users,” 191-204 the Entrepreneurial Spirit Is Transform- ing the Public Sector, 315-320; “Search- ge ing for Excellence in the Public Sector,” 95-97 Bowman, J. S., “Quality Improvement in Callahan, K., “Fiscal Pressures and Pro- a State Agency Revisited,” 53-64 ductive Solutions,” 331-348 Brocka, B., Quality Management: Imple- Certified public mana(CPgM) eprorgra m, menting the Best Ideas of the Masters, 13-14 reviewed, 326-327 “Challenge of Governing: Getting Things Brocka, M. S., Quality Management: Imple- Done, The,” 409-414 menting the Best Ideas of the Masters, “Challenges to State Governments: Policy reviewed, 326-327 and Administrative Leadership in the Bruce, W. M., Dual Career Couples in the 1990s,” 1-21 Public Sector: A Management Guide for Change: adaptive, 145, 153; alpha/beta/ Human Resource Professionals, re- gamma, 81; entrepreneurial, 357-358; viewed, 321-323 measurement of behavioral, 301-403, Brudney,J . L., “Challenges to State Gov- 310-312; resistance to, 379-380; state ernments: Policy and Administrative government, 2-10, 18; and strategic Leadership in the 1990s,” 1-21; “Vol- planning, 80-81; and total quality man- unteer Involvement in the Delivery of agement, 26, 36, 73-74. See also Inno- Public Services: Advantages and Disad- vation; Organizational change vantages,” 283-297; “Volunteers in the Choice and Control in American Education. Delivery of Public Services,” 255-256 Vol. 1: The Theory of Choicaen d Control Budgeting: baseline, 419-420; and choice, in Education; Vol. 2: The Practice of 447. as control instrument, 403-404, Choice, Decentralization, and School controls, 418-419; and federal man- Restructuring, reviewed, 99-103 dates, 447-454, and incentives, 419- Chubb, J. E., Politics, Markets, and 420; line-item, 404; and management America’s Schools, reviewed, 99-103 by objectiv4e0s4;, a s management tool, “Citizen Response to Mandatory Recy- 404; and merit pay, 42; office culture, cling,” 241-253 420-421; performance, 405-407; and Clark, S. A., “Performance Auditing: A performance measurement, 404-407; Public-Private Partnership,” 431-436 program-based, 404-405; program Clune, W. H., Choice and Control in pianning and (PPB), 404; reform, 404; American Education. Vol. 1: The and reinventing government, 415-416, Theory of Choice and Control in Educa- 423; state government, 16-17; target- tion; Vol. 2: The Practice of Choice, based, 425-429; and total quality man- Decentralization, and School Restructur- agement, 32-33; zero-base, 16, 404, ing, reviewed, 99-103 425-426. See also Accounting; Federal Collingridge, D., Management of Scale: budget mandates; Financial manage- Big Organizations, Big Decisions, Big ment Mistakes, The, reviewed, 328 Bureaucracy: hierarchical vs. democratic, Communicaftori Rensuglt s in Government: 442-444: and innovation, 153; role of, A Strategic Approach for Public Manag- 439 ers, reviewed, 219-222 467 Communication: in government, 222; Deming Prize, 30, 53 manager, 212, 221; and organizational Demise of the “Reasonable Man”: A Cross- culture, 221; and politics, 220; and Cultural Study of a Legal Concept, The, productivity, 221; public vs. private reviewed, 114 sector, 220; strategic, 220, 221 “Democratic Action and Productivity Competition, government, 316-317, Improvement,” 437-445 352-353, 361-362 Democratic management, 442-444 Competitive appointment, 389-390 Developmental appraisal, 45-48 Comprehensive Paradigms: “Reinventing “Diversity and Productivity: Lessons from Government,” 349-356; “Reinventing the Corporate Sector,” 457-463 Government Is Not Enough: Invest in “Does TQM Spell ‘Time to Quit Merit’?” Government Productivity Growth,” 387-394 357-369; “Comprehensive Perspec- Donovan, D., “Juggle and Balance,” re- tives on Public Productivity Improve- view by, 321-323 ment,” 105-111 Downey, L. L., review by, 215-219 Computers: end-user training needs Dual Career Couples in the Public Sector: A (study), 192-203; oriented organiza- Management Guide for Human Resource tion, 339; system types, 191; and waste Professionals, reviewed, 321-323 disposal, 339-340. See also Informa- tion technology (IT) E Conway, E., book notes by, 113-116, 325-329 Education: corporate, 458; and federal Cooper, T. L., Exemplary Public Adminis- spending mandates, 452-453; infor- trators: Character and Leadership in mation systems end-users/staff needs Government, reviewed, 215-219 (study), 192-203; public professional, Coproddefuinecd, t255i, 2o71;n inc:rea se 443-444; and total quality manage- of, 272-273; and management style, ment, 34-35. See also Training 279-280. See also Volunteers Education and Training: “Educational Corporate Makeover: How American Busi- Needs of Information Systems Person- ness Is Reshaping for the Future, re- nel and End-Users,” 191-204; “The viewed, 113-114 Perception of Organizational Culture Couples, dual career, 321-323 by Management Level: Implications for Culture: budget office, 420-421; elected- Training and Development,” 205-213; official, 83-85; executive management, “Strategic Planning in Municipal Gov- 82-83; group, 81-82. See also Organi- ernment: A Tool for Expanding Coop- zational culture erative Decision Making Between Customer-driven organizations, 317, Elected and Appointed Officials,” 77- 354-355, 374 93; “Trainee Satisfaction and Training Customers: choice in government, 354- Impact: Issues in Training Evaluation,” 355; defined, 387-388; internal/exter- 299-314 nal, 392; as stakeholders, 37 1-372; and Education/training model, 458 supplier relationship, 387-393; and “Educational Needs of Information Sys- total quality management, 32, 65-66; tems Personnel and End-Users,” 191- and training, 35 204 Educational productivity: approaches, D 99-100; and privatization, 100. See also Productivity Daley, D. M., “Pay for Performance, Per- Efficiency: and effectiveness, 452; end- formance Appraisal, and Total Quality product, measures, 382; as productiv- Management,” 39-51; PerformancAep - ity measure, 451-452; and quality praisal in the Public Sector: Techniques improvement, 60-61. See also Produc- and Applications, reviewed, 329 tivity Deliberation, and accountability, 188- Elementary and Seconday Education, re- 189 viewed, 224-225 Emergency medical service (EMS) volun- Appraisal, and Total Quality Manage- teers (case study), 257-267 ment,” 39-51; “Promoting Innovations Employees: competitive appointment, in the Public Sector,” 157-171; “The 387-388; and developmental appraisal, Proverbs of Total Quality Management: 48; empowerment of, 159, 370, 385; Recharting the Path to Quality Im- and innovation, 149-150; investment provement in the Public Sector,” 25- in, 337-338; and performance appaisal 37; “Public Entrepreneurship and In- systems, 384; performance assessment, novation,” 137-140; “Quality Improve- 18; and quality improvement programs, ment in a Federal Defense Organiza- 31, 65; as stakeholders, 372; training tion,” 65-75; “Quality Improve- satisfaction/behavioral change (study), ment in a State Agency Revisited,” 53- 304-312. See also Performance ap- 64; “Volunteer Involvement in the De- praisal; Personnel management livery of Public Services: Advantages Empowerment, 159, 372, 387 and Disadvantages,” 283-297; “Volun- End-users (study), 192-203 teers in the Delivery of Public Ser- “Entrepreneurial Government,” 315-320 vices,” 255-256; “Volunteers in Entrepreneurs: executive, 174-175, 183- Emergency Medical Service: A Case 188; policy, 176, 181-188. See also Study from Rural America,” 257-269 Public entrepreneurs Federal budget mandates: costs, 447; de- Entrepreneurship. See Public entrepre- fined, 448-449; and fiscal retrench- neurship ment, 448; history, 449-450; and Epstein, P. D., “Reinventing Government productivity, 451-453; rationale for, Is Not Enough: Invest in Government 450-451; reviewing/restructuring, 453-454 Productivity Growth,” 357-369 Equal Opportunity Employment Com- Feinberg, R. E., From Confrontation to mission, 11] Cooperation? U.S. and Soviet Aid to De- Ethics: and behavior, 218; democratic veloping Countries, reviewed, 114 public service management, 442-444; Felts, A. A., “Entrepreneurial Govern- and virture, 215-216 ment,” review by, 315-320 Excellence in Managing: Practical Experi- Fifth National Public Sector Productivity ences from Community Development Conference, 331 Agencies, reviewed, 95-97 Financial Accounting Standards Board Exemplary Public Administrators: Charac- (FASB), 224 ter and Leadership in Government, re- Financial management: and elected offi- viewed, 215-219 cials, 421-423; and fiscal change, 416- Exemplary State and Local award pro- 418; and structural balance, 417-418 gram, 331, 333, 335,396, 539, 541, “Financial Management and the Rein- 342-348 vention of Government,” 415-423 Fire Department Programs, reviewed, 224— EF 225 Faerman, S. R., “Trainee Satisfaction and “Fiscal Pressures and Productive Solu- Training Impact: Issues in Training tions,” 331-347 Evaluation,” 299-314 Fiscal uncertainty, 416-417, 430 Featured Topic: “For All the Wrong Rea- Florida Department of Transportation: sons? Implementing Volunteer Pro- background, 54-55; quality improve- grams in Public Organizations,” ment (study), 53-63; and team build- 271-282; “Implications of Total Qual- ing, 55-58 ity Management for the Public Sector,” “For All the Wrong Reasons? Implement- 23-24; “Innovation in the Well-Func- ing Volunteer Programs in Public Or- tioning Public Agency,” 141-156; “An ganizations,” 271-282 Investigation into the Personality Pro- Forsha, H. I., The Pursuit of Quality file of Policy Entrepreneurs,” 173-190; Through Personal Change, reviewed, “Pay for Performance, Performance 326 469 Forsythe, D. W., “Financial Management ment strategy, 362-368; and market- and the Reinvention of Government,” place incentives, 319; mission-driven, 415-423 319, 353, 374; and new technologies , Fountain, J. R., Elementary and Seconday 338-340; plan for effective, 332; and Education, reviewed, 224-225 public trust, 1-2; quality management French, B. J., “Quality Improvement in a in, 376-377; results-oriented, 316— State Agency Revisited,” 53-64 317, 353-354; spending mandates, From Confrontation to Cooperation? U.S. 340-356; and strategic planning prin- and Soviet Aid to Developing Countries, ciples, 319; volunteers in (study), 273- reviewed, 114 280. See also Local government; Public sector; State government G Government Accounting Standards Board Gabris, G. T., “Strategic Planning in Mu- (GASB), 224-225, 336 nicipal Government: A Tool for Ex- Governmental Accounting Standards Board, panding Cooperative Decision Making Research Report: Service Efforts and Ac- Between Elected and Appointed Offi- complishments Reporting: Its Time Has cials,” 77-93 Come, reviewed, 224-225 Gaebler, T., Reinventing Government: How Governor's Management Review Com- the Entrepreneurial Spirit Is Transform- mission (GMRC) of New Jersey, 340- ing the Public Sector, reviewed, 315- 341 320 Grady, D. O., “Promoting Innovations in Gaishi: The Foreign Company in Japan, the Public Sector,” 157-171 reviewed, 114-115 Grifel, S. S., “Performance Measurement Game theory, 85 and Budgetary Decision Making,” 403- Garnett,J .,L ., Communicatinfgo r Results 407 in Government: A Strategic Approach for Growth, investment strategy, 362-368 Public Managers, reviewed, 219-222 H Gender: and organizational culture, 208, 212. See also Women Hall, P. D., Inventing the Nonprofit Sector Generic management, 441-443 and Other Essays on Philanthropy, Vol- Georgia, local government volunteers untarism, and Nonprofit Organizations, (study), 287-296 reviewed, 225-226 Gilbert, G. R., “Quality Improvement ina Hathaway, W. E., “Volunteers in Emer- Federal Defense Organization,” 65-75 gency Medical Service: A Case Study Glaser, M., “Reconciliation of Total Qual- from Rural America,” 257-269 ity Management and Traditional Per- Hatry, H. P., Elementary and Seconday formance Improvement Tools,” Education, reviewed, 224-225; Excel- 379-386 lence in Managing: Practical Experiences Gleiber, D. W., “Citizen Response to from Community Development Agencies, Mandatory Recycling,” 241-253 reviewed, 95-97 Goertz, R. K., “Target-Based Budgeting Healy, R., Natural Resource Policymaking and Adaptations to Fiscal Uncertainty,” in Developing Countries: Environment, 425-429 Economic Growth, and Income Distribu- Government: bureaucracy, 315, 318, 350; tion, reviewed, 115-116 catalytic, 352; citizen/employee in- Hebert, F. T., “Challenges to State Gov- volvement in, 318-319; communica- ernments: Policy and Administrative tion in, 222; competitive, 316-317, Leadership in the 1990s,” 1-21 352-353; and competitive appoint- Herhold, S. H., Water and Wastewater ment, 389-390; customer-driven, 317, Treatment, reviewed, 224-225 354-355, 374; enterprising, 355-56; History of the Financial Control Function entrepreneurship in, 137-138, 173, of Local Government Accounting in the 315-320; failures, 437-439; hierarchi- United Kingdom, The, reviewed, 223- cal vs. democratic, 442-444; invest- 224 470 Holzer, M. H., “Fiscal Pressures and Pro- Innovation management: and employee ductive Solutions,” 332-348; Public innovative discretion, 149-150; in Productivity Handbook, reviewed, 105- healthy/unhealthy public agencies, 111 150-151; literature, 137, 157-158; and Human resource management (HRM): manager’s role, 151, i58-160, 161- state government, 4, 10; and total qual- 165; strategy, 150; theoretical pre- ity management, 33 mises, 158-160. See also Innovation Hyde, A. C., “Implications of Total Qual- Innovations Transfer Program of Council ity Management for the Public Sector,” of State Govenments, 160 23-24; “The Proverbs of Total Quality Interface conflict: defined, 84; and Management: Recharting the Path to elected-official culture, 83-84; and ex- Quality Improvementin the Public Sec- ecutive management culture, 82-83 tor,” 25-37 Inventing the Nonprofit Sector and Other Essays on Philanthropy, Voluntarism, I and Nonprofit Organizations, reviewed, 225-226 Ikerd, M. D., “Educational Needs of In- “Investigation into the Personality Pro- formation Systems Personnel and End- file of Policy Entrepreneurs, An,” 173- Users,” 191-204 190 “Implications of Total Quality Manage- Investment, and productivity, 362-368 ment for the Public Sector,” 23-24 “Is Budgeting About Choices?” 447-456 Information systems (IS): end-users in state government, 194; personnel in J organizations, 193-194; staff training needs (study), 192-203. See also Com- Jones, R., The History of the Financial puters Control Function of Local Government Information technology (IT): defined, Accounting in the United Kingdom, 191; and end-users/information sys- reviewed, 223-224 tems staff training needs (study), 192— “Juggle and Balance,” 321-323 203; evaluating benefits of, 192; and human workers, 192; types, 191. See K also Computers Innovation: and administrative structure, Kamensky,J .M ., “Program Performance 138, 141; bureaucratic, 153; employee Measures: Designing a System to Man- discretion for, 149-150; in healthy/ age for Results,” 395-402 unhealthy public agencies, 150-151; Kang, T. W., Gaishi: The Foreign Com- importance of, 146; incentives/rewards pany in Japan, 114-115 for, 138,159-160, 166-168; meaning Kearney, R. C., Labor Relations in the of, 145-146; motivation toward, 146; Public Sector, reviewed, 327-328 perceptual congruence of environmen- Keehley, P., “Does TQM Speil ‘Time to tal receptivity toward, 158-159, 165- Quit Merit?” 387-394 166; politics of, 146-149; public Keeton, K. B., “The Perception of Organi- manager role in, 151, 158-160, 161- zational Culture by Management Level: 165; public manager view of (study), Implications for Training and Devel- 141-154; and public managers, 141- opment,” 205-213 154, 160-169; public sector, research, King, P. J., “An Investigation into the 137, 157-158, 173; as public sector Personality Profile of Policy Entrepre- renewal mechanism, 137-138; strat- neurs,” 173-190 egy, 150; supportive climate for, 158, Kramer, F. A., “Searching for Excellence 161-165. See also Change; Innovation in the Public Sector,” review by, 95-97 management Kritzer, H. M., Let’s Make a Deal: Under- “Innovation in the Well-Functioning standing the Negotiation Process in Ordi- Public Agency,” 141-156 nary Litigation, reviewed, 115 471 by objectives (MBO); Management training; Personnel management; Pub- Labor Relations in the Public Sector, re- lic managers; Total quality manage- viewed, 327-328 ment Laudicina, E. V., “Diversity and Produc- Management by objectives (MBO), 47- tivity: Lessons from the Corporate Sec- 48, 404-405 tor,” 457-463 Management Excellence Through Quality, Leadership: and administrative profes- reviewed, 326 sionalism, 12-16; state government, Management for Quality: “Does TQM 10-16, 18-19; and training, 35; and Spell ‘Time to Quit Merit’?” 387-394; virtue, 215-216. See also Management; “Quality Government Is Government Public administration Of the People, By the People, For the Leadership, Perspectives, and Restructuring People,” 371-377; “Reconciliation of for Total Quality: An Essential Instru- Total Quality Management and Tradi- ment to Improve Market Share and Pro- tional Performance Improvement ductivity by Eminent Leaders ofA merica’s Tools,” 379-386 Most Competitive Companies, reviewed, Management of Scale: Big Organizations, 325-326 Big Decisions, Big Mistakes, The, re- Learning: and change, 119-120; and train- viewed, 328 ing transfer, 299, 312. See also Training Management training, state, 13-14 Let’s Make a Deal: Understandintgh e Nego- Managers. See Public managers tiation Process in Ordinary Litigation, Mandates. See Federal budget mandates reviewed, 115 Mandatory recycling. See Recycling Lewis, E. B., “Precursors of Productivity Mandell, M. B., “Volunteers in Emer- Improvement Efforts by Appointed gency Medical Service: A Case Study County Administrators,” 227-239 from Rural America,” 257-269 Libraries: literacy programs in California, Marcone, P., “The Challenge of Govern- 273; political capital, 276-277; and ing: Getting Things Done,” 409-415 politics, 278-279; resource base, 277- Market-driven organizations, 353, 374, 278 391 Literacy, programs and volunteers Mass Transit, reviewed, 224-225 (study), 273-280 Maurer, C., book notes by, 113-116 Local government: and federal budget Measurement: behavioral change, 301- mandates, 447-451; perceptions of or- 403, 310-312; and performance as- ganizational culture in (study), 206— sessment, 335 213; project management systems, Mengistu, B., “The Perception of Organi- 409-414a;n d state governme3n;t st,ra - zational Culture by Management Level: tegic planning (case example), 89-91; Implications for Training and Devel- volunteers in (study), 287-296. See opment,” 205-213 also Appointed county administrators Merit, and total quality management, 389-390 M Merit pay, 41-42. See also Pay-for-perfor- mance systems Management: communication, 212, 221; Micro-Minicomputer Coordinating entrepreneurial, 272-273, 279-280; Council (M2C2) of New York, 339 and excellence, 95-96; generic, 441- Minorities, 12 442; level and perceptions of organiza- Mission, 353 tional culture (study), 206-213; Mizaur, D. G., “Quality Government Is paradigms, 331-334; public service, Government Of the People, By the ethic, 442-443; state government, 16- People, For the People,” 371-377 18; traditional, 373-374. See also Hu- Moe, T. M.., Politics, Markets, and America’s man resource management (HRM); Schools, reviewed, 99-103 Innovation management; Management Morality. See Ethics 472 Morley, E., Excellence in Managing: Prac- tiple, model, 205-206, 211-212; tical Experiences from Community De- unique, 205, 211-213. See also Culture velopment Agencies, reviewed, 95-97 “Organizational Improvement: The Case Morrison, A. M., The New Leaders: Guide- of Village Creek,” 117-136 lines on Leadership Diversity in America, Organizational learning, 119-120 reviewed, 328-329 Organizations: bureaucratic, 439-440; customer-driven, 317, 354-355, 374; N market-driven, 353, 374, 391; models for work-force diversity, 458-460; National Association for State Informa- people-first, 374; and stakeholders, tion Systems, 17 371-373 National Association of State Budget Of- Osborne, D., “Reinventing Government,” ficers (NASBO), 16 349-356; Reinventing Government: How Natural Resource Policymaking in Devel- the Entrepreneurial Spirit Is Transform- oping Countries: Environment, Economic ing the Public Sector, reviewed, 315- Growth, and Income Distribution, re- 320 viewed, 115-116 New Jersey, target-based budgeting sys- P tem, 425-429 New Jersey Governor's Management Re- Pajunen, S. M., Excellence in Managing: view Commission (GMRC), 431-436 Practical Experiences from Community New Leaders: Guidelines on Leadership Development Agencies, reviewed, 95-97 Diversity in America, The, reviewed, Paradigms: investment-in-growth, 362- 328-329 368; management, 331-334; post-bu- New York City, Reform and Renaissance reaucratic, 419; quality management, project management system, 409-414 374-376 Nonprofit organizations (NPOs): boards, Parry, R. W., Fire Department Programs, 226; growth, 225; revenues, 225-226 reviewed, 224-225 Norris, D. F., “Volunteers in Emergency Parties and Leaders in the Postreform House, Medical Service: A Case Study from reviewed, 116 Rural America,” 257-269 Partners in Productivity, 333 Nunn, S., “Organizational Improvement: “Pay for Performance, Performance Ap- The Case of Village Creek,” 117-136 praisal, and Total Quality Manage- ment,” 39-51 O Pay-for-performance systems, 41—42 People-first organizations, 374 Organization development (OD): and “Perception of Organizational Culture by strategic planning, 80; and three-di- Management Level: Implications for mensional imaging, 84 Training and Development, The,” 205-— Organizational change: and chance, 118, 213 134; key considerations, 135-136; and Performance appraisal: background/basis organizational learning, 119-120; and of, 39-40; criteria, 40; and customer performance gaps, 118-119; perspec- feedback, 392-393; and developmen- tive, 118-120; and planned interven- tal appraisal, 45—48; employee involve- tion, 118, 134; and public wastewater ment in, 384; and group feedback, 393; treatmentagencies, 120; research, 119- and management by objectives, 47—48; 120. See also Change as management technique, 39; prob- Organizational culture: and communica- lems, 45-46, 49; and total quality man- tion, 221; defined, 81, 205; and gender, agement, 34, 39-40, 44-45, 383, 391- 208, 212; management perceptions of, 393. See also Performance assessment and training and development (study), Performance Appraisal in the Public Sector: 206-213; models, 458-460; and shared Techniques and Applications, reviewed, value system, 205-206; single vs. mul- 329 473 Performance assessment: community- 147-148; and innovation, 146-149; based government 364-365; and mea- and library programs, 278-279; and surement, 335-336; and total quality public entrepreneurship, 358-360 management, 381-383. See also Per- Politics, Markets, and America’s Schools, formance appraisal; Performance en- reviewed, 99-103 hancement; Performance measures; Power, 185-186 Program performance measurement “Precursors of Productivity Improvement Performance Assessment: “The Challenge Efforts by Appointed County Adminis- of Governing: Getting Things Done,” trators,” 227-239 409-415; “Financial Management and Prisoner’s Dilemma: and elected/ap- the Reinvention of Government,” 415- pointed officials, 86-88; origins, 85- 423; “Performance Measurement and 86; rationality, 88-89 Budgetary Decision Making,” 403-407; Private sector: communication, 220; en- “Program Performance Measures: De- trepreneurs, 174-175, 183-188; and signing a System to Manage for Re- total quality management, 23, 25, 28- sults,” 395-402; “Target-Based 31 Budgeting and Adaptations to Fiscal Privatization: challenge to public sector, Uncertainty,” 425-429 461; and educational productivity, 100; Performance auditing (case study), 432- vs. public-private partnerships, 340 436 “Privatization and Educational Produc- “Performance Auditing: A Public-Private tivity,” 99-103 Partnership,” 431-436 Productivity: and budget mandates, 451- Performance budgeting, 404-407 453; and communication, 221; defined, Performance enhancement: program in- 451-452; and investment, 362-368; teraction, 380; resistance to, 379-380; management perceptions of, 212; mea- tools and total quality management, surement, 31; movement, 157; and to- 380-384. See also Performance assess- tal quality management, 42-44. See ment also Educational productivity; Effi- Performance gap, 118-119 ciency “Performance Measurement and Budget- Productivity improvement (PI): and ap- ary Decision Making,” 403-407 pointed county administrators (study), Performance measures: context, 397- 227-238; and democratic action, 437—' 398; dimensions, 397; limitations, 398; 445: effort index, 228-229; investment public sector, 395-397; system design, strategy for government, 362-368; and 398-400; and total quality manage- Partners in Productivity program, 333- ment, 380-383 334; public, 105-111; research, 227; Personnel management, and total quality state government, 17-18; and values management, 33-34. See also Employ- implementation, 341; and volunteers, ees; Management 283, 285. See also Total quality man- Pierce, R. J., Leadership, Perspectives, and agement (TQM) Restructuring for Total Quality: An Es- Productivity in Review: “Challenges to sential Instrument to Improve Market State Governments: Policy and Admin- Share and Productivity by Eminent Lead- istrative Leadership in the 1990s,” 1- ers of America’s Most Competitive Com- 21; “Citizen Response to Mandatory panies, reviewed, 325-326 Recycling,” 241-253; “Organizational Planning, programming, budgeting (PPB) Improvement: The Case of Village movement, 16 Creek,” 117-136; “Precursors of Pro- Policy entrepreneurs, 176, 181-188. See ductivity Improvement Efforts by Ap- also Public entrepreneurs pointed County Administrators,” Politics: and administration dichotomy, 227-239 440; and budgeting, 423; and bureau- Program evaluation: and total quality cratic initiative, 147; and communica- management, 70-73, 380-381. See also tion, 220; and creative initiative, Program performance measurement tl Program performance measurement: Public entrepreneurship: and adminis- characteristics, 401; defining value of, trative structure, 138; change to, 357- 398-400; and managerial/technical is- 358; organizational caveats, 360-362; sues, 400; and performance measures, political caveats, 358-360; principles, 395-397; results-oriented, 400-401; 315-319, 351-356; as renewal mecha- system design issues, 398-400. See also nism, 137-138; research, 137, 173. See Performance assessment; Program also Reinventing government evaluation “Public Entrepreneurship and Innova- “Program Performance Measures: Design- tion,” 137-140 ing a System to Manage for Results,” Public good, 188 395-402 Public innovation. See Innovation Program planning and budgeting (PPB), Public managers: and adaptive change, 404 152-153; communication, 212, 221; Project management, New York City sys- and hierarchical/administrative model tem, 409-414 of public administration, 151-152; and Project Pacer Share, McClellan Air Force innovation (study), 141-154, 160-169; Base (Sacramento, Calif.): description, and politics, 146-149. See also Bureau- 66-67; employees, 69; labor-manage- crats ment relations, 68-69; program evalu- Public-private partnerships, 340-341 ation, 70-73; quality improvement Public-Private Partnerships: “Perfor- reforms, 67-70; team building, 70; to- mance Auditing: A Public-Private Part- tal quality management (study), 66- nership,” 431-436 74; work reorganization, 67-68 Public Productivity Handbook, reviewed, “Promoting Innovations in the Public 105-111 Sector,” 157-171 Public sector: advantages/disadvantages “Proverbs of Total Quality Management: of volunteer participation in, 284-287, Recharting the Path to Quality Im- 294-296; customer agendas, 372; and provement in the Public Sector, The,” dual career couples, 321-323; entre- 25-37 preneurial climate in, 272-273, 279- Public administration: democratic model, 280; healthy/unhealthy, agencies, 442-444; ethical, 215-219, 442, 444, 150-151; and performance measures, hierarchical/bureaucratic model, 141, 395-397; performance/outcomes im- 151-152, 441-442; reform, 141, 151; provement, 142-143; resistance to in small states, 226. See also Adminis- change, 379-380; service gap, 142; trators; Leadership; Management and total quality management, 23, 25, Public Administration in Small and Is- 26-28, 34-36, 334, 380-384, 387; and land States, reviewed, 226 work-force diversity, 461-462. See Public administrators. See Administrators also Government; Public entrepre- Public entrepreneurs: achievement ori- neurship entation, 182, 183; analytical ability, Public services delivery: failure, 315; ob- 183, 184; change agency, 182, 183; jective standards, 336; and volunteers character development, 182; and delib- (study), 287-296 eration, 188-189; ego development, Public wastewater treatment agencies 181-182, 186-187; in government or- (PWTAs): and capital spending, 120; ganizations, 272-273, 279-280; inno- and change, 120, 134-135; complex- vative capacity, 183, 184; interactionist ity, 117-118; costs, 117; goals, 120; perspective, 187-188; interpersonal organizational change (case study), style, 184-185; leadership, 182-183; 120-136; political environment, 134; policy, 176, 181-188a;n d power, 185- technological considerations, 134- 186; and private entrepreneurs, 316; 135. See also Village Creek Wastewater psychological profiles, 174-175; and Plant (Fort Worth, Tex.) public good, 188; study, 174-189; ty- Pursuit of Quality Through Personal pology, 176. See also Entrepreneurs Change, The, reviewed, 326