many I could cite from the book) can perhaps suggest
import and flavor: "...the platonic dictum, that an unexamined life is not worth living, is extensible: An unexamined profession isn't wortb following" (p. 124); "1 hadn't thought of writing an Apologia pro Vita Sua. But if I had, this exercise would have made it unnecessary!" (p. 164). Frank Marini The University of Akron
Pubiic Administration: A Poiiticai Orientation
Chartes H. Levine, B. Guy Peters, and Frank J. Thompson,
Public Admlnisiraiion: Challenges, Choices, Consequences (Glenview, IL: Scott, Foresman/Little, Brown Higher Education, 1990), 474 pp.; $36.00 eloth. Ptiblic Admlnlstralion is a major new textbook by three prominent scholars of public administration. Structured in a fairly traditional way, the text proceeds from a macro focus to a micro focus examining, in order, the role of government in the economy, the role of bureaucracy in politics, and the internal management of public organizations. The text's objective is to present issues and contexts rather than techniques; il pays little attention to the nuts and bolts of public administration, concentrating instead on environmentai forces, politics, and public policy. Wbiie tbe authors contend that their objective is explanation and description rather than prescription, at times the authors advocate reforms for public seetor organizations. Public Administration is targeted at introductory graduate and advanced undergraduate classes for students with backgrounds in American government. The authors take this audience seriously; the arguments are sophisticated, the reader is exposed to the complexities of public administration, the concepts and even the vocabulary are fairly advanced. This is not a text that has been watered down for wimps. Readers seeking cartoons and pictures should look elsewhere. In fact, graduate students could prepare for comprehensive exams by reading the works cited in the endnoles. Even with its advanced nature, the book is not difficult to read. The chapters are well organized, the writing is concise, and the presentation is logical. A major theme woven throughout the book is the impact of the United Slates' antibureaucratic culture on public administration. Tbe low regard that citizens and even politicians have for public servants not only creates political problems for bureaucrats but also exacerbates management problems. The authors link this culture and its political manifestations to the decline in public service morale and subsequent reductions in the ability of bureaucracies to perform their tasks effectively. In their concluding chapter, the authors seriously question whether or not the federal government can attract the quality personnel it needs to administer complex public policies.
America's antibureaucratic culture received its most
aggressive support in the Reagan Administration's attempts to control the bureaucracy. The authors examine the Reagan effort not in terms of bureaucratic policy making (where democratic norms unambiguously support such efforts) but rather in the implementation process. By examining implementation, where bureaucracies need to be abie to apply expertise to varying situations, the authors make a strong case regarding the ill effects of excessive political control. Although the text does not contain a program evaluation chapter, it provides a stimulating discussion of program design and evaluation as part of the political context of public administration. Tbe authors present a series of hypotheses concerning the relationship between policy instruments (direct provision of services, contracting out, grants, loans, etc.) and the goals of public policy (certainty, efficiency, flexibility, choice, ete.). In the process, the authors have defined a research agenda for program evaluation. The tradeoffs involved in this discussion alone could keep scores of doctoral candidates busy for many dissertations. The administrative law chapter stresses the conflicts between legal controls on bureaucracy and the need for bureaucratic flexibility. The authors argue that many administrative law restrictions on bureaucracy rob agencies of tbeir structural advantages over courts and legislatures. As the authors conclude in the following chapter, "If rigidity is a central problem of public bureaucracies, the introduction of more controls tends to exacerbate the problem" (p. 190). The two organization theory chapters are a highlight of the text. The first chapter integrates United States administrative history with the intellectual development of organizational theory. The chapter implies, although it does not specifically argue, that theoretical dominance in organization theory is as much politieal as it is intellectual. In the second organization theory chapter, the authors ask the traditional public administration question, "are public organizations different?" They conclude that public organizations are different; they differ in their environmental relations, in their goals and objectives, and in how they are designed and managed. This chapter concludes with a well-thought-out critique of public choice approaches to organization theory. The management and the personnel chapters illustrate the range of the techniques chapters. The management chapter focuses briefly on the linkage between organizational technology and management. The personnel chapter, in contrast, is outstanding. It is an integrated discussion of the politics of federal personnel policy, discussing key issues such as political attempts to control personnel management, recruitment problems in a post-PACE (Professional-Administraton Career Entrance) exam civil service, and the impact of the Civil Service Reform Act of 1978. A great deal on current issues and politics can be gleaned from this chapter. NOVEMBER/DECEMBER IQ90
HOOK RIAIEWS
The book's final two chapters include a chapter on
attaining excellence in the public service and a chapter on the future of ptiblic administration. The excellence chapter will probably generate a great deal of attention as the autliors discuss tbe pop management book, //; Search of Excellence, in context of the public service. While the chapter has a good discussion of the impact of cultural and environmental restraints on public bureaucrats, for the most part il departs from the scholarly tone in (he rest of the book. Unlike other sections of tbe book, many of the assertions are untestable and read like nostrums from the Harvard Business Review. Tbe final chapter on the future of public administration raises several questions. The key one is: who will work for govemment? The authors argue convincingly that bureaucrat bashing and poor personnel practices have taken their toll on the federal civil service. While not totally pessimistic, tbe authors raise serious questions about the luiure capacity of the public sector. In sum, the authors have done an admirable job in attaining their goal of a politically-oriented public administration text for advanced undergraduate and beginning graduate students. They have stressed a broad focus for public administration incorporating political and social influences on public administration. Students reading this text would be hard pressed to contend that public adminislration is boring. Kenneth J. Meier University of Wisconsin-Milwaukee
Organizationai America Revisited
William G. Scott and David K. Hart, Organizational
Values in America (New Brunswick, NJ and London: Transaction Publisbers, 1989), xiv, 196 pp.; $16.95 paper. Scott and Hart offer this book as a sequel to their 1979 Organizationai America, a wonderfully provocative, occasionally outrageous, book. It urged creation of organizations, their precise nature not yet knowable, marked by the traditional American individual imperative. Contemporary American organizations, dangerously authoritarian, are dominated by the organizatiottal imperative, a value system which celebrates the health of organizations, not the freedom of individuals. Americans live in an organizational society governed by a managerial elite which offers despotism with comfort. The new book reaffirms the struggle against the Grand Inquisitor's vision of a contented, submissive llock. There bas been a revolution in the American value system, most fundamentally in denying any innate hutnan nature. The managerial elite has persuaded Americans to NOVEMHi'R/DECEMBER I9'.O
the organizational imperative, including bciicf in the
insignificance of ordinary persons aiul the feasibility of organizations shaping malleable members into creatures suited to their needs. People have become obedient, psychologically dependent, and homogenous in their subservience to the managerial elite. Cjood behavior is that which serves She organization well. Managers are taught to pursue the health (grt)wth and adaptability) of their organization, not morality orthc well-being of the public. To the American consensus on the goal of material abundance has been added the belief that "individual welfare can only be realized through tbe modern organization and its managerial systems" (p. 39). Thus the general public supports the organizational imperative. The inilucnce of managers and managerial (hought pervades people's lives. A critic may. of course, question whether liberalisin is so defeated as the authors claim, but their argument is worthy. The top public and private executives (business, especially, bulks large in the hook) are an intricately interconnected elite in the United States. They share ideology, language, commitment to the institutional status quo. The "significant people,'' who tleeply influence the lives of others, have risen slowly up the ranks to the apex ol major organizations. They "tend to be conservative, parochial, materialistic, unphilosophical individuals, driven by an ethic of personal advantage" (p. 138). Moreover, they arc failing to manage society, because they face complex interorganizalional prohlcms. Immoral and illegal behavior in key institutions has destroyed pubiic confidence in hierarchies and their leadership. Poorly led and disillusioned, the likely future is moral drift into totalitarianism. That Americans are ruled by a cohesive national managerial elite is the thesis on which the book turns. Micbels and Burnham are cited as progenitors, and the spirit seems roughly C. Wright Mills. The difficulties in the thesis would be well vv'otlh considering. A reader may wish that attention had been given to works that argue the effectiveness of a plurality ot controls operating on al least governmental bureaucracies. Also, the diversify, disconnectedness, and mutual competitiveness of a variety i)f agencies, the standard American political science image, may require more rigorous disproof. Scott and Flart atgue that organizations nuisl be reformulated, based on the individual imperative: the framcrs' values. The proposition that all individuals have the natural right to actualize the potentials of their unique selves and that the primary justification of any organizatiori is its promotion of this actualization is basic. Though dominant, the organizational imperative is morally bankruptAmericans must reclaim the Founding Vaiucs. the individual imperative, as the moral foundation for all their institutions. This stirring argument requires one to ponder the extent to which the ideal that organizations never treat members as instruments, hut always as uniquely valuable ends in themselves, can be reahzed. In tbe earlier book, tbe autbors said that they did not yet know what an organization based upon the individual imperative's values might look like. Nt)w they devote a chapter to spelling out its nature. (This, plus deletion oC a