Marc Holzer - Academia.edu (original) (raw)

Papers by Marc Holzer

International Review of Administrative Sciences, Sep 1, 2009

The quality movement in the United States has been characterized as an impetus for organizational... more The quality movement in the United States has been characterized as an impetus for organizational effectiveness and responsiveness since the late 1970s. ‘Quality’ can be a subjective term as each organization has its own definition and boundaries. Three emphases are evident in the field of quality improvement: quality circles, total quality management, and citizen satisfaction. Practices of quality improvement in the public sector have been driven by demands from citizens for more effective services, outcomes that require the implementation of suitable quality models and standards. Points for practitioners This article presents major intellectual trends in the practice of service quality improvement. Practitioners will be able to comprehend the most fundamental concepts of ‘what is public service quality improvement’. Practitioners will also obtain useful insights into defining quality criteria and assessing organizational improvement models based on substantive principles of quality management for promoting organizational effectiveness and responsiveness.

Public Administration Review, Jul 1, 1975

International Journal of Electronic Government Research, Apr 1, 2006

IGI Global eBooks, May 24, 2011

The opportunities that arise from the practice of digital government continue to increase. Public... more The opportunities that arise from the practice of digital government continue to increase. Public managers responsible for adopting and implementing such new practices will be searching for existing best practices to incorporate into their respective communities. They may choose to rely on their information and communication technology (ICT) departments to develop necessary digital government applications, but an appealing option for public managers is to familiarize themselves with the most recent digital government applications through Web-based courses. Online education eliminates distances, allows for flexible scheduling and can incorporate current best practices of electronic-government on a timely basis. Public managers play a critical role in the development of digital government initiatives (Halachmi, 2004; Heeks, 1999; Ho, 2002; Melitski, 2003; Weare, Musso & Hale, 1999). Although public managers can refer to numerous individuals within government municipalities, in the case of digital government, the chief administrative officer (CAO) is often the key individual in deciding the direction of government initiatives. By completing Web-based courses, CAOs can assess and strategically plan for effective and efficient digital government in their communities. Melitski (2003) argues that there is a need for public mangers that are “familiar with both IT and the programmatic goals and missions of public organizations” (p. 389). With respect to implementing digital citizen participation in government, Holzer, Melitski, Rho, and Schwester (2004) state, as their primary recommendation, “governments should work harder to identify, study, and implement best practices” (p. 28). The means to study such best practices, however, have generally been scarce, and the literature has been limited to specialized e-government reports and articles. But Web-based courses now offer the means for a CAO or any other public manager to study digital government practices and theories in a more effective and convenient manner.

Routledge eBooks, Mar 5, 2018

Korean Review of Public Administration, 1998

What drives decision processes in public administration? What information do decision makers requ... more What drives decision processes in public administration? What information do decision makers require to make a decision? Decisions make in the public sector routinely involve public money and public trust; yet, the question posed by V.O. Key (1940); “on what basis shall we decide to allocate funds to one program instead of another?” has become more rhetorical than answerable. Nevertheless, the answer to the question may be the “essence” of decision making in public administration. Contributing to an understanding of this essence is the objective of this study.Attempts have been made to determine the core elements of decision making; however, such attempt offer a relatively global view of the decision maker and are not model of decision making per se. Although such paradigms are important to public administration in terms of categorizing and describing our conception of the decision maker as either rational, organizational, or governmental/political, they fall short of describing exactly what are t...

International Journal of Public Administration, 1999

The Western political quarterly, Jun 1, 1977

This volume includes perspectives on public service selected from six decades of major public adm... more This volume includes perspectives on public service selected from six decades of major public administration journals. Recurring themes include: motivations to enter the public service, positive and negative images of public servants and of government, conflicts between loyalty to the organization and loyalty to the public, morale, burnout, and turnover. The volume also includes cross-national analyses of the public service in other systems, proposals for rethinking public service systems, and questions as to the future of the public service. It recaptures a long, continuing debate as to the health of the public service, and in so doing suggests agendas for university research and administrative action.

Aroon Manoharan is an Assistant Professor of Public Administration at the Department of Political... more Aroon Manoharan is an Assistant Professor of Public Administration at the Department of Political Science, at Kent State University, USA. His research focuses on egovernance, performance measurement and reporting, organization management, and comparative administration. He received his Ph.D. from the School of Public Affairs and Administration, Rutgers University-Newark and MPA from Kansas State University. As Associate Director of the E-Governance Institute at Rutgers-Newark, he directed major initiatives including the Digital Governance in Municipalities Worldwide Survey 2007, which evaluated the e-governance performance at the municipal level globally. He also directed the U.S. States and Municipalities E-Governance Survey in 2008. Aroon Manoharan (Kent State University, USA) and Marc Holzer (Rutgers The State University of New Jersey, USA)

... Our thanks to the team that helped us construct this text and whose research and critiques im... more ... Our thanks to the team that helped us construct this text and whose research and critiques improved it immensely: Dan Bromberg, Peter Hoontis, Iryna Illiash, Jyldyz Kasymova, Anna Bolette Lind-Valdan, Emily Michaud, Yetunde Odugbesan, and Ginger Swiston. ...

An academic directory and search engine.

IGI Global eBooks, Jan 18, 2011

Public productivity review, Sep 1, 1983

London296 p.; 22 c

International Review of Administrative Sciences, Sep 1, 2009

The quality movement in the United States has been characterized as an impetus for organizational... more The quality movement in the United States has been characterized as an impetus for organizational effectiveness and responsiveness since the late 1970s. ‘Quality’ can be a subjective term as each organization has its own definition and boundaries. Three emphases are evident in the field of quality improvement: quality circles, total quality management, and citizen satisfaction. Practices of quality improvement in the public sector have been driven by demands from citizens for more effective services, outcomes that require the implementation of suitable quality models and standards. Points for practitioners This article presents major intellectual trends in the practice of service quality improvement. Practitioners will be able to comprehend the most fundamental concepts of ‘what is public service quality improvement’. Practitioners will also obtain useful insights into defining quality criteria and assessing organizational improvement models based on substantive principles of quality management for promoting organizational effectiveness and responsiveness.

Public Administration Review, Jul 1, 1975

International Journal of Electronic Government Research, Apr 1, 2006

IGI Global eBooks, May 24, 2011

The opportunities that arise from the practice of digital government continue to increase. Public... more The opportunities that arise from the practice of digital government continue to increase. Public managers responsible for adopting and implementing such new practices will be searching for existing best practices to incorporate into their respective communities. They may choose to rely on their information and communication technology (ICT) departments to develop necessary digital government applications, but an appealing option for public managers is to familiarize themselves with the most recent digital government applications through Web-based courses. Online education eliminates distances, allows for flexible scheduling and can incorporate current best practices of electronic-government on a timely basis. Public managers play a critical role in the development of digital government initiatives (Halachmi, 2004; Heeks, 1999; Ho, 2002; Melitski, 2003; Weare, Musso & Hale, 1999). Although public managers can refer to numerous individuals within government municipalities, in the case of digital government, the chief administrative officer (CAO) is often the key individual in deciding the direction of government initiatives. By completing Web-based courses, CAOs can assess and strategically plan for effective and efficient digital government in their communities. Melitski (2003) argues that there is a need for public mangers that are “familiar with both IT and the programmatic goals and missions of public organizations” (p. 389). With respect to implementing digital citizen participation in government, Holzer, Melitski, Rho, and Schwester (2004) state, as their primary recommendation, “governments should work harder to identify, study, and implement best practices” (p. 28). The means to study such best practices, however, have generally been scarce, and the literature has been limited to specialized e-government reports and articles. But Web-based courses now offer the means for a CAO or any other public manager to study digital government practices and theories in a more effective and convenient manner.

Routledge eBooks, Mar 5, 2018

Korean Review of Public Administration, 1998

What drives decision processes in public administration? What information do decision makers requ... more What drives decision processes in public administration? What information do decision makers require to make a decision? Decisions make in the public sector routinely involve public money and public trust; yet, the question posed by V.O. Key (1940); “on what basis shall we decide to allocate funds to one program instead of another?” has become more rhetorical than answerable. Nevertheless, the answer to the question may be the “essence” of decision making in public administration. Contributing to an understanding of this essence is the objective of this study.Attempts have been made to determine the core elements of decision making; however, such attempt offer a relatively global view of the decision maker and are not model of decision making per se. Although such paradigms are important to public administration in terms of categorizing and describing our conception of the decision maker as either rational, organizational, or governmental/political, they fall short of describing exactly what are t...

International Journal of Public Administration, 1999

The Western political quarterly, Jun 1, 1977

This volume includes perspectives on public service selected from six decades of major public adm... more This volume includes perspectives on public service selected from six decades of major public administration journals. Recurring themes include: motivations to enter the public service, positive and negative images of public servants and of government, conflicts between loyalty to the organization and loyalty to the public, morale, burnout, and turnover. The volume also includes cross-national analyses of the public service in other systems, proposals for rethinking public service systems, and questions as to the future of the public service. It recaptures a long, continuing debate as to the health of the public service, and in so doing suggests agendas for university research and administrative action.

Aroon Manoharan is an Assistant Professor of Public Administration at the Department of Political... more Aroon Manoharan is an Assistant Professor of Public Administration at the Department of Political Science, at Kent State University, USA. His research focuses on egovernance, performance measurement and reporting, organization management, and comparative administration. He received his Ph.D. from the School of Public Affairs and Administration, Rutgers University-Newark and MPA from Kansas State University. As Associate Director of the E-Governance Institute at Rutgers-Newark, he directed major initiatives including the Digital Governance in Municipalities Worldwide Survey 2007, which evaluated the e-governance performance at the municipal level globally. He also directed the U.S. States and Municipalities E-Governance Survey in 2008. Aroon Manoharan (Kent State University, USA) and Marc Holzer (Rutgers The State University of New Jersey, USA)

... Our thanks to the team that helped us construct this text and whose research and critiques im... more ... Our thanks to the team that helped us construct this text and whose research and critiques improved it immensely: Dan Bromberg, Peter Hoontis, Iryna Illiash, Jyldyz Kasymova, Anna Bolette Lind-Valdan, Emily Michaud, Yetunde Odugbesan, and Ginger Swiston. ...

An academic directory and search engine.

IGI Global eBooks, Jan 18, 2011

Public productivity review, Sep 1, 1983

London296 p.; 22 c