This article provides a historical literature review and exploratory descriptive case study of one U.S. Federal agencyʼs efforts to design an appropriate government-wide…
This article provides a historical literature review and exploratory descriptive case study of one U.S. Federal agencyʼs efforts to design an appropriate government-wide leadership development curriculum for incumbent top or senior civil servants. The U.S. Federal Executive Institute was founded in 1968, it spans the 20th and 21st centuries, it illustrates changes in the compact that exists between government and its top civil servants over time, and it illustrates challenges this agency confronts addressing the task of interagency leadership development. The main findings are three continuities and three discontinuities between curriculum development then and now. Conclusions outline issues for future interdisciplinary research to inform the intellectual roots for 21st century curricula aligned to emerging roles and the challenges top career executives actually confront.
This study examines the significance of time as a paradoxical factor and value in 21st century public policy, management, and planning. Five areas are considered: (1) time…
This study examines the significance of time as a paradoxical factor and value in 21st century public policy, management, and planning. Five areas are considered: (1) time as a strategic and moral concern, (2) examples of planning and time in public environments ranging from the individual level to the agency, policy, process, and contextual levels, (3) time in recent social and administrative theory, (4) time as a cognitive capability, and (5) the connection between time, planning, and learning. Conclusions and implications are developed to highlight the paradoxical status of planning and time in todayʼs public environment, and to suggest that, for public administrators, serving the public interest, near-term and long-term, is the heart of assuring that time becomes a central strategic and moral concern for public administration today.
I suppose that most noticeable of all the changes in our profession since I came into it has been the multiplicity of the methods by which one can become a librarian. A. E. Standley says in a recent article in the L.A.R., in 1970: “The term librarian includes the Library Association chartered librarian, the graduate with a degree in librarianship, the scholar librarian, the information and intelligence officer, the translator, the abstracter, the non‐library‐qualified subject expert”.