This book makes a new approach to Canadian politics, from the administrative side. It provides, first, a description of the evolution and structure of the administrative machine which, with few fundamental changes, still serves the Canadian nation, and in the process it attempts to acknowledge and appraise the hitherto unsung contributions of the public servant to the welfare of a pioneer community. A second objective is to disclose the presence in the pioneer public service of certain basic administrative issues which today still rise to perplex both the student and practitioner of public administration. And, finally, this study reveals a neglected aspect of the winning of responsible government in Canada—the author contends that the recognition of the constitutional principle on the political level, did not, in fact, coincide with its practical implementation at the administrative level. As Dr. R. MacGregor Dawson points out in his Foreword, "Few students, on suspects, appreciate how great has been the influence of the permanent officials in the years before Confederation, nor do they have an adequate comprehension of the degree to which administrative decisions of those days, both by Ministers and officials, determined many of the present practices. An astonishingly large number of the problems, moreover, will be found to have remained substantially the same for the past hundred years. The scheme of departmental organization, the delegation of authority and the allotment of responsibility, the application of financial controls, the intricate give and take between the political non-technical Minister and the technically trained specialist—these in some aspect or another have been the constant concern of the administrator: a different time, a different place, has simply shifted the emphasis a little one way or the other." Professor Hodgetts writes with humour and point; his book is a brilliant addition to the Canadian Government Series, in which it is the seventh volume to appear.

This book examines the life and works of Jane Addams who was awarded the Nobel Peace Prize (1931). Addams led an international women's peace movement and is noted for spearheading a first-of-its-kind international conference of women at The Hague during World War I. She helped to found the Women's International League of Peace and Freedom. She was also a prophetic peace theorist whose ideas were dismissed by her contemporaries. Her critics conflated her activism and ideas with attempts to undermine the war effort. Perhaps more important, her credibility was challenged by sexist views characterizing her as a “silly” old woman. Her omission as a pioneering, feminist, peace theorist is a contemporary problem. This book recovers and reintegrates Addams and her concept of “positive peace,” which has relevancy for UN peacekeeping operations and community policing. Addams began her public life as a leader of the U.S. progressive era (1890 - 1920) social reform movement. She combined theory and action through her settlement work in the, often contentious, immigrant communities of Chicago. These experiences were the springboard for her innovative theories of democracy and peace, which she advanced through extensive public speaking engagements, 11 books and hundreds of articles. While this book focuses on Addams as peace theorist and activist it also shows how her eclectic interests and feminine standpoint led to pioneering efforts in American pragmatism, sociology, public administration and social work. Each field, which traces its origin to this period, is actively recovering Addams’ contributions.

Successful change in the public sector can be supported or hindered by political and administrative leadership, individual and group motivation, and the public’s perception of the effectiveness of public officials and government structures. But do the very characteristics of public sector organizations present obstacles to successful transformative change? This book assesses the current state of the literature on leadership and change in government and public policy, and introduces the reader to innovative new ways to demonstrate leadership in times of change. Contributions from accomplished scholars in the field cover the traditional public administration areas of performance and management, as well as the diversity of issues that surround public leadership and change, both domestic and global. Chapters on public sector innovation, performance leadership, governance networks, complexity in disaster management, change initiatives in educational systems and local government, citizen advisory bodies, and gender and race equality, to name but a few, provide important case studies throughout the volume. Leadership and Change in Public Sector Organizations will be required reading for upper level undergraduate and graduate courses in public administration/management, leadership, and public policy analysis.