Book Reviews : Public Management at the Bargaining Table. By KENNETH O. WARNER and MARY L. HENNESSY. (Chicago: Public Personnel Association, 1967. Pp. xiv, 490. $11.95.)

• Date: 01 September 1968
• DOI: 10.1177/106591296802100330
• Published date: 01 September 1968
• Author: Frank T. Colon
• Subject Matter: Articles

533

write

about

the

role

of

foreign

policy

and

war

in

Japan’s

modernization.

Both

imply

that

Japan

followed

a

rather

logical

course

to

attain

world

recognition

and

security

in

her

foreign

relations

up

to

1938,

then

embarked

on

a

hopeless

Pacific

confrontation

with

the

United

States

which

was

counterproductive.

What

if

Japan

had

won

World

War

II?

Her

national

interests

were

served

far

better

by

defeat,

as

we

who

inherited

her

problems

should

know.

Kurt

Steiner

writes

well

on

his

favorite

topic

of

local

government

in

prewar

Japan,

and

analyzes

the

dual

problems

of

mobilizing

the

masses

and

training

them

to

govern

themselves.

Robert

Scalapino

uses

prewar

election

statistics

to

show

the

development

of

the

party

system,

but

is

perhaps

too

glowing

in

his

account

of

the

&dquo;two-party

system&dquo;

and

its

power

and

popular

support.

The

Japanese

scholar,

Takeshi

Ishida,

writes

well

on

the

role

of

interest

groups

from

Meiji

to

the

post-

treaty

era,

and

it

is

the

best

improved

paper

after

Bermuda.

Bernard

Silberman

proposes

a

quantitative

method

of

studying

bureaucratic

processes,

while

Tsuji

Kiyoaki

goes

into

one

type

of

administrative

procedure

called

ringisei

(an

upward

flow

of

proposals

from

lower

echelons

to

higher

ones

alleged

to

be

typical

and

inefficient) ,

but

neither

paper

would

be

clear

to

many

readers.

Ward

contributes

a

typically

excellent

discussion

of

the

methods

of

planned

change

used

by

the

Ameri-

can

Occupation,

a

subject

on

which

he

is

our

greatest

expert.

The

final

paper,

by

Ardath

Burks,

deals

with

the

rather

fluid

topic

of

&dquo;Autonomy

of

Choice,&dquo;

and

is

more

suggestive

than

illuminating.

An

appendix

gives

the

results

of

selected

Japanese

national

elections,

1892-1937

(to

illustrate

Scalapino’s

paper).

In

brief,

this

volume

is

an

essential

source

for

specialists

on

modern

Japan,

political

methods

in

developing

nations,

and

the

sociology

of

political

change.

One

hopes

other

national

case

studies

will

follow

for

comparison.

University

of

Wisconsin,

Milwaukee

DOUGLAS

H.

MENDEL,

JR.

Public

Management

at

the

Bargaining

Table.

By

KENNETH

O.

WARNER

and

MARY

L.

HENNESSY.

(Chicago:

Public

Personnel

Association,

1967.

Pp.

xiv,

490.

$11.95.)

The

extensive

publicity

given

the

recent

New

York

City

garbage

strike,

the

growing

militancy

of

public

school

teachers,

and

the

attempts

by

other

public

workers

for

collective

bargaining

recognition

makes

this

book

a

timely

and

neces-

sary

one.

In

the

first

part,

the

authors

describe

several

pioneering

programs

of

management-employee

relations

in

national

and

local

governments

of

the

United

States

and

Canada.

Case

studies

of

the

1965

New

York

City

Department

of

Welfare

strike

and

the

dispute

of

Local

1675

of

the

American

Federation

of

State,

County

and

Municipal

Employees,

AFL-CIO,

with

the

City

of

Pittsburg,

California,

are

included.

The

second

section

is

a

&dquo;how

to

do

it&dquo;

treatment

that

deals

with

such

suggestions

as

the

preparation

and

techniques

of

negotiation

and

the

actual

writing

and

implementing

of

the

agreement.

Finally,

the

monograph

looks

into

the

future

of

collective

bargaining

by

evaluating

the

measures

used

by

public

management

in

lieu

of

collective

bargaining

and

the

latter’s

impact

on

public

and

personnel

admin-