Executives

 

Executives

Executive Response to Changing Fortune: Sean O'Keefe as NASA Administrator

Friday, October 28th, 2005 - 20:00
Author(s): 
This report describes the tenure of Sean O’Keefe as administrator of the National Aeronautics and Space Administration (NASA). The report describes how O’Keefe faced three difficult challenges during his three years at NASA. His first challenge was to solve the space station’s financial mess. His second challenge was to manage the aftermath of the Columbia shuttle disaster. His third challenge was to steward the President’s 2004 vision for the further exploration of space.

Getting to Know You: Rules of Engagement for Political Appointees and Career Executives

Friday, December 31st, 2004 - 20:00
Ferrara and Ross dispel common myths held by political appointees about careerists and by careerists about political appointees. One such myth about careerists suggests that they are loyal to the previous administration. A myth about political appointees implies that they care only about ideology and not about organizational stewardship. The report sets forth constructive "rules of engagement" that political and career executives can use to form partnerships in achieving the administration’s program and policy objectives.

Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees.

Friday, December 31st, 2004 - 20:00
Author(s): 
This report was prepared to assist new political appointees as they enter the political world of Washington, D.C. The study is based on two surveys of previous political appointees, as well as personal interviews with nearly 50 former political executives from both Democratic and Republican administrations. Their experiences have been distilled into seven key lessons: turn to your careerists, partner with your political colleagues, remember the White house, collaborate with Congress, think media, pace yourself, and enjoy the job.

Performance Management for Political Executives: A 'Start Where You Are, Use What You Have' Guide

Thursday, September 30th, 2004 - 20:00
Author(s): 
Wye describes how political executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. The report links performance-based management to the higher calling of public service and provides a meaningful rationale as to why political executives should care about performance-based management. In the past, political appointees have traditionally focused primarily on the political agenda, without much attention given to management responsibilities.

Leaders

Monday, January 1st, 2001 - 14:00
This book provides six in-depth studies of leaders who demonstrate a new style of leadership for the 21st century. W. Henry Lambright describes how Dr. Francis Collins is leading the Human Genome Project at the National Institutes of Health. Norma Riccucci presents a case study of how Dr. Helene Gayle led the nation's fight against HIV/AIDS and other sexually transmitted diseases. Beryl Radin analyzes the leadership style of Donna Shalala at the Department of Health and Human Services. Robert B.

Extraordinary Results on National Goals: Networks and Partnerships in the Bureau of Primary Health Care's 100%/0 Campaign

Monday, January 1st, 2001 - 14:00
Author(s): 
Over the past decade much work has been done on defining leaders and examining the distinctions among leaders, management and administration. This study examines an innovative approach to leading as a discipline and a method. It describes the Bureau of Primary Health Care's management effort from 1998 to 2001 to transform the health care system at the community level throughout America. The Health Resources and Services Administration (HSRA) within the Department of Health and Human Services organized the 100% Access & 0 Disparities Campaign.

Working with Career Executives to Manage for Results

Monday, January 1st, 2001 - 14:00
Author(s): 
A part of the report, "Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees," this essay, "Working with Career Executives to Manage for Results" provides an overview of how political appointees can work with career executives. The essay describes The Government Performance and Results Act and The President's Management Agenda and then provides three case studies to evaluate the effectiveness of these two reform efforts.

Growing Leaders for Public Service

Monday, January 1st, 2001 - 14:00
Author(s): 
This report includes two previously published Center reports (Leaders Growing Leaders: Preparing the Next Generation of Public Service Executives and Organizations Growing Leaders: Best Practices and Principles of Public Service) in one volume. In both reports, addresses the crucial question of how well the federal government is developing its next generaiton of leaders.

Performance Management for Career Executives: A 'Start Where You Are, Use What You Have' Guide

Monday, January 1st, 2001 - 14:00
Author(s): 
This report describes how career executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. It provides a series of antidotes to the cynicism and fatigue frequently felt by career executives in regard to performance management. The report offers specific advice on actions and approaches career executives can take, and urges career executives to use goals and performance measures as critical aspects of their work.

Audited Financial Statements: Getting and Sustaining "Clean" Opinions

Monday, January 1st, 2001 - 14:00
Author(s): 
This report examines how organizational factors and management strategies have affected the ability of federal agencies to generate reliable information for financial statements and achieve unqualified audit opinions. By indentifying successful management strategies, this study offers recommendations about how agencies can better approach the recurring requirements to produce annual audited financial statements. Financial Management