Evan Berman

South Korea is renowned as one of the success stories of fast economic development. The Korean developmental state was a highly efficient, meritocratic, and fully monopolized coercive force. These resources were skilfully leveraged to shape the direction of private sector actors towards strategic initiatives. However, these very same resources could have resulted in the bureaucracy retaining its power indefinitely. Instead, step-by-step, the resources of the bureaucracy, which serviced the authoritarian leadership in the developmental period, were exercised towards democratization. What were the conditions that made this transformation possible? The Experience of Democracy and Bureaucracy in South Korea addresses this question, filling the existing gap in the academic literature and presenting political implications. It explores the ways in which bureaucracy may not only be compatible with democracy but, more ambitiously, the conditions under which it can enhance it. The chapters examine the unique systems and institutions of the Korean bureaucracy including the National Election Commission, the police force, local government, the ceiling recruitment strategy, and procurement policy. This timely collection will be of interest to researchers, graduate and undergraduate students in public administration and policy. It will also be a useful reference for bureaucrats in developing countries who seek to design policy for bureaucracy in concurrence with democratization.

Confronted with rising citizen discontent, the Reinventing Government movement, and new technological challenges, public organizations everywhere are seeking means of improving their performance. Their quest is not new, rather, the concern with improving the performance of government organizations has existed since the Scientific Management Movemen

South Korea is renowned as one of the success stories of fast economic development. The Korean developmental state was a highly efficient, meritocratic, and fully monopolized coercive force. These resources were skilfully leveraged to shape the direction of private sector actors towards strategic initiatives. However, these very same resources could have resulted in the bureaucracy retaining its power indefinitely. Instead, step-by-step, the resources of the bureaucracy, which serviced the authoritarian leadership in the developmental period, were exercised towards democratization. What were the conditions that made this transformation possible? The Experience of Democracy and Bureaucracy in South Korea addresses this question, filling the existing gap in the academic literature and presenting political implications. It explores the ways in which bureaucracy may not only be compatible with democracy but, more ambitiously, the conditions under which it can enhance it. The chapters examine the unique systems and institutions of the Korean bureaucracy including the National Election Commission, the police force, local government, the ceiling recruitment strategy, and procurement policy. This timely collection will be of interest to researchers, graduate and undergraduate students in public administration and policy. It will also be a useful reference for bureaucrats in developing countries who seek to design policy for bureaucracy in concurrence with democratization.

Wouldn’t you like to achieve better work results, advance your career, navigate the workplace effortlessly, and more easily balance work success with personal well-being? Who doesn’t want the secret recipe for that? While there may not be a single, one size fits all answer, developing a people skills toolkit can put you on the right path. An exploration of the ways in which people skills can be acquired and developed, People Skills at Work discusses new career development tools, the role of professional commitment statements, psychological contracts, and how to work with difficult people. Manage interpersonal relationships in the workplaceImprove communications with coworkers and constituenciesWork with people of different ages, gender, and backgroundsHandle conflicts with co-workers and clientsShaped by the authors’ experience, the book reflects their professional and personal integration of many different sources of knowledge and experience. The book uses a practical approach to address critical social skills, career advancement and professionalism, and how the different career stages affect key relationships. Each chapter elucidates the development of a specific skill and includes examples, sets benchmarks, and examines the particular skill’s relationship to the other skills presented in the book. Good people skills are no longer on the "nice to have" list; in most work settings they are simply a must. Very few people can escape the reality that their success usually requires having good people skills, too. This book gives you the tools to improve interpersonal relationships, communications, job performance, and interaction with people of different ages, genders, and backgrounds.

Trying to do good deeds does not guarantee that a nonprofit organization will succeed. The organization must do good deeds well. This textbook offers a blueprint for nonprofit success, adopting a strategic perspective that assumes vision, mission, strategy, and execution as the pillars upon which success is built. While many experts on nonprofits argue that fundraising is the single key to success, William B. Werther Jr., and Evan M. Berman show that effective fundraising depends largely on how the nonprofit is positioned and how it performs. They address such issues as leadership and board development, strategic planning, staffing, fundraising, partnering, productivity improvement, and accountability. Emphasizing the context of nonprofits and detailing improvements than can be made by managers at all levels, the book strikes a balance between policy discussion and practical usefulness. Written for use in graduate courses in nonprofit management, Third Sector Management will also be invaluable to directors, staff, volunteers, and board members of nonprofit organizations.

Confronted with rising citizen discontent, the Reinventing Government movement, and new technological challenges, public organizations everywhere are seeking means of improving their performance. Their quest is not new, rather, the concern with improving the performance of government organizations has existed since the Scientific Management Movement. Public Sector Performance brings together in a single volume the classic, enduring principles and processes that have defined the field of public sector performance, as written in the words of leading practitioners and scholars. Taken as a whole, this volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government. Defined here as managing public organizations for outcomes, performance is examined in all its varied dimensions: organizing work, managing workers, measuring performance, and overcoming resistance to performance-enhancing innovations. The selected articles are interesting, thought provoking, and instructive. They are classics in that they have been widely cited in the scholarly literature and have enduring value to public managers who seek to understand the many dimensions of performance. The book is organized into three sections: Performance Foundations, Performance Strategies, and Performance Measurement. Excerpts from additional selected articles feature special topics and wisdom from performance experts.