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Agendas and Decisions: How State Government Executives and Middle Managers Make and Administer Policy
Contributor(s): Olshfski, Dorothy F. (Author), Cunningham, Robert B. (Author)

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 ISBN: 0791473236     ISBN-13: 9780791473238
Publisher: State University of New York Press
OUR PRICE: $90.25  

Binding Type: Hardcover - See All Available Formats & Editions
Published: February 2008
Qty:
Temporarily out of stock - Will ship within 2 to 5 weeks

Annotation: Studies how state-level public executives and managers in Tennessee decide and implement policy.
Additional Information
BISAC Categories:
- Political Science | American Government - State
- Political Science | Public Affairs & Administration
- Political Science | Public Policy - General
Dewey: 352.330
LCCN: 2007013151
Physical Information: 0.62" H x 6.3" W x 8.93" L (0.80 lbs) 157 pages
Themes:
- Geographic Orientation - Tennessee
- Chronological Period - 1970's
- Chronological Period - 1980's
Features: Bibliography, Illustrated, Index, Table of Contents
 
Descriptions, Reviews, Etc.
Publisher Description:
Connecting theory and practice, Agendas and Decisions explores how state-level public executives and managers decide and implement policy. The authors focus on Tennessee Governor Lamar Alexander's (1979-1987) management system, which believed in and practiced the principles espoused by leadership theorists: focus on one or two important substantive problems or initiatives, work with stakeholders to protect the organization and to obtain necessary resources, hire good people, and authorize them to act. In addition to sending his cabinet members to the Kennedy School of Government to learn leadership principles, he also established the Tennessee Government Executive Institute (TGEI) to provide a similar program for mid-level executives. Authors Dorothy F. Olshfski and Robert B. Cunningham managed the TGEI during its first five years and had unprecedented access to state-level public executives and managers. Here, they explain the everyday workings of state-level bureaucracy within the context of a simple decision model and share managers' and executives' own stories. Their research questions several aspects of the current orthodoxy on decision-making processes, offers new thinking about executive leadership in implementation and evaluation, and compares executive and middle-manager thinking and behavior.
 
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