This book is about the systems of values, traditions, perceptions, and meanings existing in the Canadian federal public service since the First World War. Surveying that history, it considers the conflict of values arising from the attempt to add New Public Management values to older bureaucratic ones. These tensions are looked at from an ethical viewpoint, but also from that of the relationship between ends and means. Are the means proposed really likely to meet the ends proclaimed? Attempts to change a culture from the top down run against daily realities; the interests, training, and…mehr
This book is about the systems of values, traditions, perceptions, and meanings existing in the Canadian federal public service since the First World War. Surveying that history, it considers the conflict of values arising from the attempt to add New Public Management values to older bureaucratic ones. These tensions are looked at from an ethical viewpoint, but also from that of the relationship between ends and means. Are the means proposed really likely to meet the ends proclaimed? Attempts to change a culture from the top down run against daily realities; the interests, training, and experience of all employees, elites, and others. Authors Dwivedi and Gow intend this overview to enable readers to appreciate the complex world of Canada's public servants. A joint publication with The Institute of Public Administration of Canada.
O.P. Dwivedi is University Professor Emeritus at the University of Guelph. He was bestowed with the Order of Canada in 2005, Canada's highest civilian honour, and has published widely on bureaucratic management as well as the environment, including co-editing Administrative Culture in a Global Context (de Sitter, 2005) and Sustainable Development in Canada: National and International Perspectives (Broadview Press, 2001).
Inhaltsangabe
List of Tables Preface 1. Introduction: Administrative Culture and Values > 1. Culture as Manifest in Organizations Culture in the Anthropological Sense > Organizational Culture and Corporate Culture > Administrative Culture > 2. The Place of Values The Place of Values in Public Administration 3. How to Study Values in Public Administration Two Typologies of Values in Public Administration > The Bases for determining Fundamental Values: the Deontological Approach and the Teleological Approach > The Context of Ethical Behavior > 4. Conclusion 2. The Sources of Administrative Culture in Canada > 1. The Physical Environment 2. Social Values 3. Economic Culture 4. Political Culture 5. Internal Causes: Workplace Sources of Administrative Influence 6. Foreign Sources of Influence 7. Conclusion > 3. The Foundations of Canada's Administrative Culture 1. Constitutional Conventions and Canadian Public Administration The Rule of Law > Responsible Government and Ministerial Responsibility 2. Classic Regime Values of the Canadian Administration Merit > Concept of Political Neutrality > Civil Service Anonymity and Secrecy > Public Service Accountability > Employees' Associations and Collective Bargaining > 3. Guardian Institutions 4. Conclusion 4. The Administrative State in Canada: The Whitehall Model Under Stress 1. The Advent of the Administrative State 2. The Administrative State in Canada 3. Administrative Discretion, the Rule of Law, and Administrative Accountability Judicial Control of Administrative Discretion > Legislative Surveillance of Administrative Discretion > Political Accountability > Problems of Deficits and Cost Control > > 4. Politicization of the Administration: From Above, From Below, and From Without Politicization from Above > Politicization from Below: Collective Bargaining > Politicization from Without: Representative Bureaucracy > 5. Canadian Administrative Culture as Revealed by the Growth of and Response to the Administrative State > Elite Values > Other Employees > > 6. Conclusion 5. The New Public Management Movement Comes to Canada 1. Genesis and Lineage of the New Public Management 2. New Public Management Movement Comes to Canada The Glassco Report > PPBS > Programme Evaluation and Comprehensive Auditing > Creation of a Management Culture: The Management Category and COSO > Operational Decentralization: IMAA and SOA's > Canadian Centre for Management Development > 3. PS 2000: Apotheosis of the Canadian Public Management Movement 4. Restructuring and Programme Review 5. Canadian Administrative Culture in the Wake of New Public Management Reforms > 6. Canadian Administrative Culture Between Past and Present 1. The Findings of Our Study 2. A Deontological Appraisal of the New Public Management 3. A Teleological Approach: Between the Desirable and the Desired Need for Budget Restraint > Reducing Bureaucracy > Accent on Results > Service to the Public > Decentralization and Devolution > Contracting Out > Performance Pay > Accountability > 4. Lessons Drawn from This Study 5. Conclusion Index
List of Tables Preface 1. Introduction: Administrative Culture and Values > 1. Culture as Manifest in Organizations Culture in the Anthropological Sense > Organizational Culture and Corporate Culture > Administrative Culture > 2. The Place of Values The Place of Values in Public Administration 3. How to Study Values in Public Administration Two Typologies of Values in Public Administration > The Bases for determining Fundamental Values: the Deontological Approach and the Teleological Approach > The Context of Ethical Behavior > 4. Conclusion 2. The Sources of Administrative Culture in Canada > 1. The Physical Environment 2. Social Values 3. Economic Culture 4. Political Culture 5. Internal Causes: Workplace Sources of Administrative Influence 6. Foreign Sources of Influence 7. Conclusion > 3. The Foundations of Canada's Administrative Culture 1. Constitutional Conventions and Canadian Public Administration The Rule of Law > Responsible Government and Ministerial Responsibility 2. Classic Regime Values of the Canadian Administration Merit > Concept of Political Neutrality > Civil Service Anonymity and Secrecy > Public Service Accountability > Employees' Associations and Collective Bargaining > 3. Guardian Institutions 4. Conclusion 4. The Administrative State in Canada: The Whitehall Model Under Stress 1. The Advent of the Administrative State 2. The Administrative State in Canada 3. Administrative Discretion, the Rule of Law, and Administrative Accountability Judicial Control of Administrative Discretion > Legislative Surveillance of Administrative Discretion > Political Accountability > Problems of Deficits and Cost Control > > 4. Politicization of the Administration: From Above, From Below, and From Without Politicization from Above > Politicization from Below: Collective Bargaining > Politicization from Without: Representative Bureaucracy > 5. Canadian Administrative Culture as Revealed by the Growth of and Response to the Administrative State > Elite Values > Other Employees > > 6. Conclusion 5. The New Public Management Movement Comes to Canada 1. Genesis and Lineage of the New Public Management 2. New Public Management Movement Comes to Canada The Glassco Report > PPBS > Programme Evaluation and Comprehensive Auditing > Creation of a Management Culture: The Management Category and COSO > Operational Decentralization: IMAA and SOA's > Canadian Centre for Management Development > 3. PS 2000: Apotheosis of the Canadian Public Management Movement 4. Restructuring and Programme Review 5. Canadian Administrative Culture in the Wake of New Public Management Reforms > 6. Canadian Administrative Culture Between Past and Present 1. The Findings of Our Study 2. A Deontological Appraisal of the New Public Management 3. A Teleological Approach: Between the Desirable and the Desired Need for Budget Restraint > Reducing Bureaucracy > Accent on Results > Service to the Public > Decentralization and Devolution > Contracting Out > Performance Pay > Accountability > 4. Lessons Drawn from This Study 5. Conclusion Index
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