Copyright (c) 2010 All rights reserved. http://works.bepress.com/douglas_brook Recent documents in Douglas A. Brook en-us Tue, 21 Sep 2010 12:06:28 PDT 3600 http://works.bepress.com/douglas_brook/12 http://works.bepress.com/douglas_brook/12 Mon, 22 Oct 2007 10:47:12 PDT THis report presents a brief recent history of management reform within the Department of Defense and a summary review of current management transformation initatives in the DoD and the services. Then, a survey of the scholarly and practitioner literature on organizational change and looks at models of change. Next the report examines various types of benchmarking and identifies benchmarking candidiates from both private- and public-sector organizations organized by distinctive best practices. Douglas A. Brook Defense Management Reform http://works.bepress.com/douglas_brook/11 http://works.bepress.com/douglas_brook/11 Mon, 22 Oct 2007 10:39:05 PDT This study explores effective communication practices during organizational transformation, change, and turnarounds. Leadership and management communication have been consistently identified in management research as the foundation for creating and sustaining organizational changes. The strong similarities between the Navy and the U.S. auto companies indicate that they can serve as useful benchmarks. In this benchmarking study we gathered the perceptions of executives and senior managers who had lived through -- and learned from -- the many organizational changes they had experienced. Cynthia L. King http://works.bepress.com/douglas_brook/10 http://works.bepress.com/douglas_brook/10 Mon, 22 Oct 2007 10:26:21 PDT The events of 9/11 haver influenced policy making in public administration. The Homeland Security Act of 2002, which created the Department of Homeland Security, contained langauage that empowered the secretary of homeland security and the director of the Office of Personnel Management to establish a personnel management system outside the normal provisions of the fedearl civil service. Why did civil service reform succeed as part of this legislation when previous attempts at large-scale reform had failed? A case analysis of the enactment of civil service reform in the Homeland Security Act points to theories of policy emergence and certain models of presidential and congressional policy making. In this case, civil service reform became associated with national security instead of management reform. An assessment of the rhetorical arguments used to frame this policy image offers a powerful explanation for the adoption of the personnel management reforms in the Homeland Security Act. This case has implications for understanding how policy makers might approach future management reform agendas. Douglas A. Brook Public Administration Management Reform http://works.bepress.com/douglas_brook/9 http://works.bepress.com/douglas_brook/9 Mon, 22 Oct 2007 10:10:33 PDT Business management reform efforts have been part of the U.S. Defesne department agenda for decades. Current reform efforts have explicitly established the goal of generating, harvesting, and reinvesting savings from business management reform to buy more capital items; that is, they have focused on a measurable reallocation from operating and support costs to investment within a givien budget top line. Recent increases in the defesne top line, largely related to the war on terrorism, are not likely to persist; in addition, an examination of the factors affecting the top line suggests that a decline in the near term is likely. An examination of current and past defesne management reforms suggests that efficiency-seeking business management reforms are not likely to generate sufficient resources to cover a budget decline. Instead, management reform should be sustained for reasons of accountability and stewardship. Douglas A. Brook Defense Management Reform http://works.bepress.com/douglas_brook/8 http://works.bepress.com/douglas_brook/8 Fri, 15 Dec 2006 14:06:22 PST This paper identifies the trade policy objectives currently sought by the integrated steel industry. It examines how the industry's interests are determined and promoted and assess the extent to which the industry conforms to the models of political economy of trade policy. Douglas A. Brook International Trade policy http://works.bepress.com/douglas_brook/7 http://works.bepress.com/douglas_brook/7 Fri, 15 Dec 2006 13:58:45 PST The editors felt that the twentieth anniversary of the passage of the Civil Service Reform Act of 1978 would be an appropriate time to consider its successes and failures. But an evaluation of the CSRA would not be complete without an exploration of crucial issues that must be faced in the near future. Given the vast changes in the nature of governance in the past several decades ... we felt that an examination of the future of the merit system was in order. Douglas A. Brook Public Administration Management Reform http://works.bepress.com/douglas_brook/6 http://works.bepress.com/douglas_brook/6 Fri, 15 Dec 2006 13:50:50 PST Administrative reform movements in American government are often characterized by the idea that government can or should be run like a business. This has resulted in repeated efforts to apply private sector business management practices to public administration. The literature included in this annotated bibliography contains comparisons of public and private organizations and examinations of the sectoral transferability of management practices. The bibliography also explores some current themes in public and private where private sector practices are often suggested for the public sector: personnel administration and financial management. It also incudes a setion on privatization -- private sector organizations performing public sector work. Douglas A. Brook Public Administration Management Reform http://works.bepress.com/douglas_brook/5 http://works.bepress.com/douglas_brook/5 Fri, 15 Dec 2006 13:39:14 PST This paper explores the use of U.S. antidumping statutes by the domestic integrated steel industry. The massive set of trade cases brought by the steel industry in 1992 offers an opportunity to explore the strategies, effects and benefits associated with antidumping laws. Douglas A. Brook International Trade policy http://works.bepress.com/douglas_brook/4 http://works.bepress.com/douglas_brook/4 Fri, 15 Dec 2006 13:32:26 PST In antidumping and countervailing duty cases, why do commissioners of the International Trade Commission vote as they do? Political economy models have left an incomplete understanding of ITC voting and recent literature suggests there may be attributes of the commissioners that explain their behavior. This study of votes on antidumping and countervailing duty cases between 1992 and 1999 looks at five such attributes: political party, party of the appointing president, prior employment on Capitol Hill, profession as lawyers, and prior employement in business and labor organizations. Applying a statistical analysis reveals that, of these variables, only prior affiliation with busiess and labor organizations and political party appear related to ITC Commissioners' voting patterns. Douglas A. Brook International Trade policy http://works.bepress.com/douglas_brook/1 http://works.bepress.com/douglas_brook/1 Fri, 15 Dec 2006 12:44:57 PST In 1998, the domestic steel industry in the United States devised and executed a complex and sophisticated effort to achieve an effective non-market response to a sudden, persistent, and damaging surge of imported steel. This campaign lasted until 2002, when President George W. Bush invoked Section 201 of the U.S. trade laws to impose tariffs on imports of most steel products. This case of the steel industry’s trade policy campaign provides an opportunity to examine selected models of protection-seeking industries and lobbying to ask why and how the steel coalition achieved this extraordinary governmental response. These questions are explored though a descriptive case of the steel industry’s protection-seeking campaign followed by a comparative examination of previous models of protection-seeking firms, and lobbying to achieve protectionist policies. A comparison with selected models of the determinants of protection-seeking and factors affecting lobbying strategies show that most, almost all, were present in the steel case. In fact, a meta-strategic approach that transcends the customary understanding of lobbying is suggested in a complex policy environment. Such an environment can be characterized by: the need to influence multiple governmental entities – legislative, regulatory, executive; the desire for multiple outcomes with varying levels of specificity – laws or resolutions, administrative rulings, policy choices; interactions between different levels and branches of government; employment of coordinated interrelated lobbying techniques; and simultaneity of these factors. Douglas A. Brook International Trade policy