Ebook New Public Service, The: Serving, Not Steering, by Janet V Denhardt, Robert B. Denhardt
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New Public Service, The: Serving, Not Steering, by Janet V Denhardt, Robert B. Denhardt
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This compact, clearly written volume synthesizes the many ideas and voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. It is built around a set of seven core principles: 1. Serve citizens, not customers; 2. Seek the public interest; 3. Value citizenship and public service above entrepreneurship; 4. Think strategically, act democratically; 5. Recognize that accountability isn't simple; 6. Serve, rather than steer; 7. Value people, not productivity. Provocative and timely, The New Public Service asks the reader to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it. For all students and professionals in the field, it celebrates what is distinctive, important, and meaningful about public service and considers how we might better live up to those ideals and values.
- Sales Rank: #4520498 in Books
- Published on: 2002-10-31
- Ingredients: Example Ingredients
- Original language: English
- Number of items: 1
- Dimensions: 9.25" h x 6.25" w x .75" l, 1.06 pounds
- Binding: Hardcover
- 192 pages
Most helpful customer reviews
34 of 34 people found the following review helpful.
A Tale of Three Metaphors
By Steven Peterson
Three metaphors guide this excellent little book. The "Old Public Administration" featured the metaphor of "rowing." As the authors put it (page 169): ". . .the purpose of government was simply to deliver services efficiently, and that problems were to be addressed primarily by changing the organization's structure and control systems." The "rowing" refers to the hard work of public administration delivering services.
The "New Public Management" uses a different metaphor, "steering." The authors note (page 13): "They are urged to 'steer, not row,' meaning they should not assume the burden of service delivery themselves, but, wherever possible, should define programs that others would then carry out, through contracting or other such relationships. . . .New Public Management [NPM] relies heavily on market mechanisms to guide public programs."
And, finally, the preferred metaphor of the Denhardts, "serving." Their "New Public Service" would focus on "listening" to and "serving" the public. They observe that NPM forgets who owns the boat. That is, government belongs to the people, not the "steerers"; ". . .public administrators should focus on their responsibility to serve and empower citizens as they manage public organizations and implement public policy." (page 23).
One of the more interesting themes that are addressed in this volume: NPM looks at people as customers and tries to figure out how best to make consumers satisfied; the authors of this volume argue that we are to serve citizens, not create satisfied customers. In a democracy, citizenship means something and the people should be engaged through the New Public Service. With its market-oriented perspective, according to the authors, NPM does not consider citizenship as a critical factor.
This is a well written and thought provoking essay, well worth reading by those interested in contemporary public administration, by the idea of public service, and by those wondering how democracy can thrive in a complex organizational world.
0 of 0 people found the following review helpful.
Required reading for MPA course
By Zap0422
Well written and provided good insights from respected scholars.
0 of 0 people found the following review helpful.
I found this book is worth buying and the concept is excellent for my research
By Ai
This is the new and modern concept of Public Service. I found this book is worth buying and the concept is excellent for my research.
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