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عنوان: Living the Policy Process
مؤلف: Philip B. Heymann
مترجم: -
ناشر: Oxford University Press
سال انتشار: 2008
امتیاز آمازون:
تعداد صفحات: 432
شابک: 195335384
شابک(13): 9780195335385
مشخصات: xviii, 410 p. : ill. ; 24 cm.
رده بندی کنگره: JK468
دیویی: -
دیویی نرمال: -
نوع فایل: PDF
حجم فایل: 4.6 مگابایت
قیمت پشت جلد: $99
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چکیده
Policymaking in large bureaucracies is hardly a simple process. Even the most respected policymakers have to contend with obstacles that seemingly have little to do with the issue at hand--office politics, work structure, and shifting political environments. Yet learning to manage such complex environments is necessary for good policymaking. In Living the Policy Process, Philip Heymann outlines the complex thought processes of policymakers as they struggle to influence both foreign and domestic policy decisions from within the United States government bureaucracy.
Focusing on three critical situations to illuminate the politics of policy choice-the successful attempt to sell missiles to the Mujahideen in Afghanistan in the 1980s; the Iran-Contra scandal; and the FDA's attempt to regulate smoking as well as the efforts to do the same by an outside lobbyist-Heymann dissects the intuitive yet rigorous framework that highly skilled policymakers follow to influence government outcomes. Throughout, he offers detailed accounts of the policy process at work in the Reagan, first Bush, and Clinton administrations, from the cabinet level down to the middle tiers of the federal bureaucracy.
Heymann deftly describes the shifting real-world conditions that government officials face as they struggle to shape the policy agenda. Ultimately, Living the Policy Process offers a clear, incisive look at the complex considerations involved from all perspectives, with concrete examples, and enriches the understanding of the overall policy process for students, scholars, and practitioners.
 
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The best-practices companies that Robert Fulmer and Jared Bleak selected and then discuss in this lively volume are Caterpillar, Cisco Systems, PepsiCo, PricewaterhouseCoopers, and Washington Group International. That's quite a diverse group and all of them build a leadership advantage by committing to essentially the same four principles that serve as themes:

1. Making leadership development a strategic lever: "organizations experience major change events leading to profound teachable moments...[They] build a strong linkage between business strategy and leadership development strategy...[Their executives] use leadership development as a powerful tool to formulate, translate, and communicate strategy...[their] lean competency models and values are the foundations of strategic leadership development."

I have quoted these key points (provided in Chapter1) to indicate the scope of what Fulmer and Bleak cover in the next chapter in which they explore this principle in depth. They also provide (in Chapter 1) several key points that will guide and inform a careful reading of the other three principles:

2. Building an aligned architecture for strategic leadership development (Chapter 3)

Here's a "must read": Enterprise Architecture As Strategy: Creating a Foundation for Business Execution co-authored by Jeanne Ross, Peter Weill, and David Robertson.

3. Implementing successful strategic leadership development (Chapters 4 and 5)

Here's another "must read": Lawrence Hrebiniak's Making Strategy Work: Leading Effective Execution and Change.

4. Evaluating success (chapter 6)

Here's still another "must read": Dean Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success.

Then in Part II, Fulmer and Bleak present detailed case studies of the aforementioned best-practice companies, devoting a separate chapter to each. Yes, all of them are large corporations but there are important lessons that can be learned from each in terms of how a leadership advantage was achieved and then sustained by an effective leadership development program and these lessons are relevant to all organizations, regardless of size or nature. The importance of active and central involvement by C-level executives, especially by a CEO, cannot be exaggerated. It is worth noting that, Jeff Immelt, commits at least 25% of his time to helping to develop leadership among middle managers at GE.

This book will be of substantial benefit to any organization if (huge "if) its senior managers sincerely believe that its people are its most valuable asset. This shared faith will guide and inform leadership development initiatives, of course, but also initiatives in other important areas, such as recruiting, interviewing, hiring, training, and then retaining those who possess the character, experience, talent, and skills needed in months and years to come.
 
2007/10/27

 
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