By James S. Bowman
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Extra resources for Achieving Competencies in Public Service: The Professional Edge, 2nd Edition
Hierarchically based merit systems are gradually giving way to decentralized performance-oriented evaluations. The advent of networks and public-private partnerships has broadened the locus, focus, and skills required of professionals. Tensions resulting from the interplay of politics and professionalism have ebbed and flowed from the earliest development of public service to the present. Fitness for public service, partisan spoils, and merit have each been ascendant as a criterion for government staffing during different historical periods.
1 at the end of Chapter 2). Acquiring tool sets such as these early in their careers will enable public service professionals to meet the challenges of project and program management in the reinvented public sphere. Finally, technical skills related to productivity improvement are crucial 26 chapter 1 in both the old and new public service. Professionals must first know how to define productivity in their organizational environment and then develop ways to measure it and strategies to improve it.
Improved ethical decision making can help to restore citizen confidence and trust in public service. The Leadership Competency Leadership defines the third point of the Competencies Triangle. The shift in the environment of public service from hierarchical, bureaucratic, governmentrun programs to networks of goods and service providers in the public, private, and nonprofit sectors demonstrates the need for new forms of leadership. Top- public service today 31 down, command-and-control styles, while not necessarily a thing of the past, are gradually giving way to collaborative approaches to shared leadership.
Achieving Competencies in Public Service: The Professional Edge, 2nd Edition by James S. Bowman