The role of the media has become a central part of politics and policy in the twenty-first century. That dominance has led many to suggest a trend of 'dumbing down': the privileging of style over content. In this provocative new book, Maarten Hajer takes issue with the 'dumbing down' thesis both on theoretical and empirical grounds. He aims to show how authoritative governance remains possible in crisis driven circumstances and a highly 'mediatized' world. The book elaborates a communicative understanding of authority, which, the author argues, can create a new basis for authoritative governance in a world marked by political and institutional fragmentation. Extending his discourse-analytical framework, Hajer uses both discursive and dramaturgical methods to study policymakers in their struggle for authority. Three detailed case studies-the plans to rebuild Ground Zero, the aftermath of the assassination of Theo Van Gogh, and the recent role of the British Food Standards Agency -provide a wealth of detail of the dynamics of authority in today's mediatized polity and bring out the peculiar role that crises now play. The argument of the book is that in the age of mediatization governance needs to be 'performed'. Hajer describes a genuinely new authoritative governance that breaks with existing interpretations. He demonstrates ways in which the traditional government of standing institutions and notions of network governance can be combined in actively creating relations with a variety of publics.

Why our workplaces are authoritarian private governments—and why we can’t see it One in four American workers says their workplace is a “dictatorship.” Yet that number almost certainly would be higher if we recognized employers for what they are—private governments with sweeping authoritarian power over our lives. Many employers minutely regulate workers’ speech, clothing, and manners on the job, and employers often extend their authority to the off-duty lives of workers, who can be fired for their political speech, recreational activities, diet, and almost anything else employers care to govern. In this compelling book, Elizabeth Anderson examines why, despite all this, we continue to talk as if free markets make workers free, and she proposes a better way to think about the workplace, opening up space for discovering how workers can enjoy real freedom.

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers? Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.

Should the democratic exercise of authority that we take for granted in the realm of government be extended to the managerial sphere? Exploring this question, Christopher McMahon develops a theory of government and management as two components of an integrated system of social authority that is essentially political in nature. He then considers where in this structure democratic decision making is appropriate. McMahon examines the main varieties of authority: the authority of experts, authority grounded in a promise to obey, and authority justified as facilitating mutually beneficial cooperation. He also discusses the phenomenon of managerial authority, the authority that guides nongovernmental organization, and argues that managerial authority is best regarded not as the authority of a principal over an agent, but rather as authority that facilitates mutually beneficial cooperation among employees with different moral aims. Viewed in this way, there is a presumption that managerial authority should be democratically exercised by employees. Originally published in 1994. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.

Here, one of the world's leading analysts of public policy offers a radical new interpretation of governance and authority in a media-driven age. Three case studies are featured to help bring the argument to life

This book outlines the importance of political institutions in achieving good governance within a democratic polity.

Leading scholars in the field of governance examine the effectiveness of the different non-institutional strategies at the disposal of modern governments in tackling issues of urban decline, public administrations, governmental regionalization, budget deficits and global economics. The governance approach to political science yields a new perspective on the role of the state, domestically as well as in the international arena. Globalization, internationalization, and the growing influence of networks in domestic politics means that the notions of state strength and the role of the state in society must re-examined.