- the oxford handbooks of American Politics
- List of Figures
- List of Tables
- List of Abbreviations
- About the Contributors
- A Heritage Made Our Own
- Historical Institutionalism, Political Development, and the Study of American Bureaucracy
- The “First New Federalism” and the Development of the Administrative State, 1883–1929
- A Gendered Legacy?: The Progressive Reform Era Revisited
- Reevaluating Executive‐Centered Public Administrative Theory
- Metaphors and the Development of American Bureaucracy
- Herbert Hoover's Revenge: Politics, Policy, and Administrative Reform Movements
- Agency Theory and the Bureaucracy
- Agency Design and Evolution
- Goal Ambiguity and the Study of American Bureaucracy
- Street‐Level Bureaucracy Theory
- The Promises and Paradoxes of Performance‐Based Bureaucracy
- Leading Through Cultural Change
- Postmodernism, Bureaucracy, and Democracy
- Myths, Markets, and the <i>Visible Hand</i> of American Bureaucracy
- Networking in the Shadow of Bureaucracy
- The Promises, Performance, and Pitfalls of Government Contracting
- Reluctant Partners?: Nonprofit Collaboration, Social Entrepreneurship, and Leveraged Volunteerism
- Policy Tools, Mandates, and Intergovernmental Relations
- Promises, Perils, and Performance of Netcentric Bureaucracy
- Multilevel Methods in the Study of Bureaucracy
- Legislative Delegation of Authority to Bureaucratic Agencies
- “Presidentializing” the Bureaucracy
- Bureaucracy, Democracy, and Judicial Review
- Interest Groups, Rulemaking, and American Bureaucracy
- Policymaking, Bureaucratic Discretion, and Overhead Democracy
- Choice‐Theoretic Approaches to Bureaucratic Structure
- Has Governance Eclipsed Government?
- Revitalizing Human Resources Management
- Representative Bureaucracy
- Innovations in Budgeting and Financial Management
- The Prospects for Revitalizing Ethics in a New Governance Era
- Experimental Methods, Agency Incentives, and the Study of Bureaucratic Behavior
- Name Index
- Subject Index
Abstract and Keywords
This article presents an overview of the logic of neoclassical economics as applied to market-based administrative reforms. Next, it summarizes the thinking of three scholarly titans whose work has been marginalized in recent debates. Specifically, it discusses Alfred Chandler's theory of the visible hand, its relation to Oliver Williamson's work on hierarchy, and then on to Herbert Simon's work on bounded rationality as premises for a normative theory of bureaucracy. Chandler's findings suggest that the manager must have management expertise. Williamson argues that the advantages of hierarchy are most important with respect to the issues of rationality and uncertainty, and that substantial theoretical and empirical effort should be directed toward examining hierarchies. Simon's analysis suggests that organizations have become the primary mechanism for coordinating human action. Furthermore, the manner in which the work of each scholar might be applied profitably to the study of American bureaucracy is described.
H. George Frederickson is the Edwin O. Steen Distinguished Professor of Public Administration at the University of Kansas.
Edmund C. Stazyk is Assistant Professor in the School of Public Affairs at American University.
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