Executives

 

Executives

Leadership for Change: Case Studies in American Local Government

Monday, January 1st, 2001 - 14:00
This report profiles three outstanding local government executives – Robert O’Neill, Jan Perkins, and Phil Penland -- who have served in various local governments over the years. The study profiles the change activities of these city/county managers as they have sought to transfer a set of values and a methodology for leading change into a new setting. Case studies are developed on the change activities of each of these managers, drawing out lessons from their experiences that might suggest a model of leading change in American local governments. Leadership

Using Evaluation to Support Performance Management: A Guide for Federal Executives

Monday, January 1st, 2001 - 14:00
This report documents the ways in which program evaluation is currently being used to support performance management. The authors draw from current practices to derive recommendations for improving the links between program evaluation and performance measurement, and management in the federal government. Managing for Performance and Results

Working with the Congress

Monday, January 1st, 2001 - 14:00
Author(s): 
A part of a larger report, "Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees," the "Working with the Congress" essay describes how political appointees can work with Congress. The essay provides an overview of how Congress functions, how decisions on money and programs are made, appropriators and authorizers, legislators and their constituencies, oversight, and how to get things done.

Working with the Media

Monday, January 1st, 2001 - 14:00
Author(s): 
A part of the larger report, "Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees," the essay "Working with the Media" describes how political appointees can work with the media. The essay covers technique, how to minimize the impact of bad news, offensive and defensive strategies, and how to survive in the government/media culture.

Human Capital 2002

Monday, January 1st, 2001 - 14:00
This book provides eight studies on the "state" of human capital in government today. Carol Chetkovich discusses the challenge of recruiting the best and the brightest to government. Hal G. Rainey describes how four federal agencies are using special authorities to "win the war for talent." Ray Blunt presents two studies on how government can better develop its future leaders. Michael D. Serlin describes the need for increased mobility among federal executives and presents case studies of six leaders who exemplified mobility throughout their careers.

Human Capital 2004

Monday, January 1st, 2001 - 14:00
After explaining the role of human capital management and its inherent challenges, the book is divided into two parts, each presenting compelling case studies. The first part explores the workplace challenges. Here the challenge is that of building a workplace, supported by an effective, streamlined personnel system, that promotes top performance. Case studies analyze the IRS, USAID, USPS, and civil service reform in Texas, Georgia, and Florida. The second challenge to human capital management relates to people. The challenge here is getting the most from people.

Learning The Ropes: Insights for Political Appointees

Monday, January 1st, 2001 - 14:00
This book provides helpful advice to new political appointees on a variety of topics related to the challenge of managing in government.