Review of Public Personnel Administration, Oct 1, 1995
In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and admi... more In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and administration programs. These programs were located in all 50 states, Washington D.C., and the Virgin Islands. At the same time, approximately 10,000 public service employees, drawn primarily from state governments, were enrolled in 16 state Certified Public Management programs. While both MPA and CPM programs are engaged in public service education, they differ along a number of key dimensions such as target audience, methods of instructional delivery, economic costs, workload requirements and time costs, and external rewards. This article contains a comparative examination of the two programs. Among the issues addressed in the article are : (1) whether the two programs are primarily competitors or complements in the arena of public service education; (2) what types of advantages the respective programs might have in head-to-head competition; and,(3) whether cooperative linkages among the programs ought to be encouraged or discouraged.
In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and admi... more In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and administration programs. These programs were located in all 50 states, Washington D.C., and the Virgin Islands. At the same time, approximately 10,000 public service employees, drawn primarily from state governments, were enrolled in 16 state Certified Public Management programs. While both MPA and CPM programs are engaged in public service education, they differ along a number of key dimensions such as target audience, methods of instructional delivery, economic costs, workload requirements and time costs, and external rewards. This article contains a comparative examination of the two programs. Among the issues addressed in the article are: (1) whether the two programs are primarily competitors or complements in the arena of public service education; (2) what types of advantages the respective programs might have in head-to-head competition; and,(3) whether cooperative linkages among the p...
American federalism has proceeded by fits and starts. There have been periods in which states hav... more American federalism has proceeded by fits and starts. There have been periods in which states have exercised dominance and other times when the national government has prevailed. Various explanatory models of federalism have been developed by scholars, who have ceaselessly debated their merits. As the current political climate attests, arguments about appropriate national-state relations are ongoing. In spite of the various points of view, there exists at least one indisputable constant--governance in the United States has never been a solo act. Its political script has always included parts for both national and state involvement. The subject of this paper exemplifies this political reality by reviewing Oklahoma’s adoption of its civil service system. As the story is usually told, in 1959 a fearless young governor initiated a breathtaking agenda of good government reforms, including a statewide merit system. What’s missing from the tale, however, is sufficient acknowledgement of th...
The American Review of Public Administration, 2004
An Oklahoma health department scandal erupted when the acting director was arrested for taking a ... more An Oklahoma health department scandal erupted when the acting director was arrested for taking a bribe. More revelations quickly followed, including the existence of multiple “ghost employees” on payroll but having no identifiable job functions. More than 30 employees were terminated. Many faced criminal prosecution. TheTulsa World reported that malfeasance at the agency might have contributed to as many as 1,000 deaths in state nursing homes. The state’s governor assigned a cabinet secretary to rectify the situation. In telling the story of an agency’s denigration and eventual rebirth, the authors argue that no substitute exists for institutional regard for basic administrative principles. They revisit the work of Fayol and Gulick, two pioneers within the principles of administration school. Despite long-standing criticisms, their approach seems strongly validated in light of an agency that lost its way by ignoring fundamentals and was set back on course by an administrator who val...
Review of Public Personnel Administration, Oct 1, 1995
In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and admi... more In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and administration programs. These programs were located in all 50 states, Washington D.C., and the Virgin Islands. At the same time, approximately 10,000 public service employees, drawn primarily from state governments, were enrolled in 16 state Certified Public Management programs. While both MPA and CPM programs are engaged in public service education, they differ along a number of key dimensions such as target audience, methods of instructional delivery, economic costs, workload requirements and time costs, and external rewards. This article contains a comparative examination of the two programs. Among the issues addressed in the article are : (1) whether the two programs are primarily competitors or complements in the arena of public service education; (2) what types of advantages the respective programs might have in head-to-head competition; and,(3) whether cooperative linkages among the programs ought to be encouraged or discouraged.
In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and admi... more In 1993, approximately 24,000 participants were enrolled in more than 220 public affairs and administration programs. These programs were located in all 50 states, Washington D.C., and the Virgin Islands. At the same time, approximately 10,000 public service employees, drawn primarily from state governments, were enrolled in 16 state Certified Public Management programs. While both MPA and CPM programs are engaged in public service education, they differ along a number of key dimensions such as target audience, methods of instructional delivery, economic costs, workload requirements and time costs, and external rewards. This article contains a comparative examination of the two programs. Among the issues addressed in the article are: (1) whether the two programs are primarily competitors or complements in the arena of public service education; (2) what types of advantages the respective programs might have in head-to-head competition; and,(3) whether cooperative linkages among the p...
American federalism has proceeded by fits and starts. There have been periods in which states hav... more American federalism has proceeded by fits and starts. There have been periods in which states have exercised dominance and other times when the national government has prevailed. Various explanatory models of federalism have been developed by scholars, who have ceaselessly debated their merits. As the current political climate attests, arguments about appropriate national-state relations are ongoing. In spite of the various points of view, there exists at least one indisputable constant--governance in the United States has never been a solo act. Its political script has always included parts for both national and state involvement. The subject of this paper exemplifies this political reality by reviewing Oklahoma’s adoption of its civil service system. As the story is usually told, in 1959 a fearless young governor initiated a breathtaking agenda of good government reforms, including a statewide merit system. What’s missing from the tale, however, is sufficient acknowledgement of th...
The American Review of Public Administration, 2004
An Oklahoma health department scandal erupted when the acting director was arrested for taking a ... more An Oklahoma health department scandal erupted when the acting director was arrested for taking a bribe. More revelations quickly followed, including the existence of multiple “ghost employees” on payroll but having no identifiable job functions. More than 30 employees were terminated. Many faced criminal prosecution. TheTulsa World reported that malfeasance at the agency might have contributed to as many as 1,000 deaths in state nursing homes. The state’s governor assigned a cabinet secretary to rectify the situation. In telling the story of an agency’s denigration and eventual rebirth, the authors argue that no substitute exists for institutional regard for basic administrative principles. They revisit the work of Fayol and Gulick, two pioneers within the principles of administration school. Despite long-standing criticisms, their approach seems strongly validated in light of an agency that lost its way by ignoring fundamentals and was set back on course by an administrator who val...
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Papers by Steve Housel