Columbia's School of International and Public Affairs comprises more than 70 full-time faculty and more than 200 adjunct faculty, scholars, and practitioners. All have distinguished themselves in research and leadership in the policy world, and have produced scholarship in a wide variety of subjects, including international relations, democratization, elections, demography, and social policy.

July 1999|Current Issues in Economics and Finance, Vol. 5, No. 4, FRBNY|Patricia Mosser, Paul Bennett, Frank Keane

Mortgage Refinancing and the Concentration of Mortgage Coupons

April 1999|The Uruguay Round and Beyond (edited by Jagdish Bhagwati and Matthias Hirsch)|Merit Janow

Competition Policy and the WTO

November 1998|Cambridge: Harvard University Press|John Coatsworth, Alan M. Taylor

The fifteen essays in this volume apply the methods of the new economic history to the history of the Latin American economies since 1800. The authors combine the historian's sensitivity to context and contingency with modern or "neoclassical" economic theory and quantitative methods.

The essays shed new light on the economic history of all the major economies from Mexico and Cuba to Brazil and Argentina. Some focus on comparing macroeconomic policies and performance, others analyze key sectors such as foreign trade, finance, transportation, and industry, and still others focus on the impact of property rights, government regulation, and political upheaval.

November 1998|Westview Press |Rodolfo de la Garza, Louis DeSipio
Immigration policy has defined the United States as few other nations on earth. The central political dilemma is how we define who we should admit as a resident and who may become a citizen. These investigations lead us to the questions of how many immigrants we should admit, what traits these immigrants should have, and what standards we should set for naturalization. The nation must also determine what the rights and privileges of noncitizens should be.The authors present a historical overview of U.S. immigration, followed by an examination of these questions and the legislative and legal debates waged over immigration and settlement policies today. The authors also discuss the relationship between minorities and immigrants. They find that the public policy needs of immigrants are often confused with those of U.S.-born minorities. The book closes with the question: If the nation understood the kinds of demands that immigrants legitimately make, would we change the contract between the state and the immigrant?

 

November 1998|Harvard University Press

Despite the substantial economic and political strides that African-Americans have made in this century, welfare remains an issue that sharply divides Americans by race. Shifting the Color Line explores the historical and political roots of enduring racial conflict in American welfare policy, beginning with the New Deal.

Through Social Security and other social insurance programs, white workers were successfully integrated into a strong national welfare state. At the same time, African-Americans--then as now disproportionately poor--were relegated to the margins of the welfare state, through decentralized, often racist, public assistance programs.

Over the next generation, these institutional differences had fateful consequences for African-Americans and their integration into American politics. Owing to its strong national structure, Social Security quickly became the closest thing we have to a universal, color-blind social program. On the other hand, public assistance--especially Aid to Families with Dependent Children (AFDC)--continued to treat African-Americans badly, while remaining politically weak and institutionally decentralized.

Racial distinctions were thus built into the very structure of the American welfare state. By keeping poor blacks at arm's length while embracing white workers, national welfare policy helped to construct the contemporary political divisions--middle-class versus poor, suburb versus city, and white versus black--that define the urban underclass.

 

November 1998|International Institute for Strategic Studies' Survival|Jean-Marie Guéhenno

Globalisation is a political phenomenon characterised by the weakening of mediating institutions and the direct confrontation between individuals and global forces. Its impact on strategy will be profound, but also ambiguous. Civil conflict and terrorism using weapons of mass destruction are among the new threats that can confound traditional tools of strategy. On the positive side, more open societies may provide new opportunities to manage international affairs. However, the scope and ambitions of strategy may have to be scaled down, since too many factors are now beyond control. The dilution of power produced by globalisation is uneven and a successful strategy will have to combine classic balance-of-power politics and organised interdependence. US leadership is unlikely to provide a lasting solution, but a multipolar world may not be more stable; institutionalised interdependence, as attempted by the European Union, is a more promising answer.

November 1998|Jossey-Bass|William B. Eimicke, Steven Cohen

While many books hype the latest fad, here at last (!) is a ?realist's' toolbox designed for public administrators who need to know the costs as well as the benefits of managerial theories and technologies.
-- Mel Dubnick, Department of Public Administration at Rutgers University and former Managing Editor of the Public Administration Review

Today's public administrators must be more than the effective managers of their agencies' internal operations. In order to manage a complex set of interorganizational relationships spanning governments, nonprofit organizations and private firms in a complex global economy, they and their organizations must be capable of great agility and change. Effectiveness is a necessary but not sufficient condition for success: Today's public managers must reach beyond competence to be creative innovators and agents of change.

This book introduces public sector professionals to a set of innovation tools: Strategic Planning, Reengineering, Total Quality Management, Benchmarking, Performance Measurement and Management, Team Management, Privatization. It shows how to understand them, use them and integrate them into any organization, and how they will take public managers beyond competence to be creative innovators.

The creative public manager must continually look for new tools and new approaches. Tools for Innovators will help in this search, and in meeting and surmounting the challenges of a changing public sector.

November 1998|Jossey-Bass|William B. Eimicke

Today's public administrators must be more than the effective managers of their agencies' internal operations. In order to manage a complex set of interorganizational relationships spanning governments, nonprofit organizations and private firms in a complex global economy, they and their organizations must be capable of great agility and change. Effectiveness is a necessary but not sufficient condition for success: Today's public managers must reach beyond competence to be creative innovators and agents of change.

This book introduces public sector professionals to a set of innovation tools: Strategic Planning, Reengineering, Total Quality Management, Benchmarking, Performance Measurement and Management, Team Management, Privatization. It shows how to understand them, use them and integrate them into any organization, and how they will take public managers beyond competence to be creative innovators.

The creative public manager must continually look for new tools and new approaches. Tools for Innovators will help in this search, and in meeting and surmounting the challenges of a changing public sector.

November 1998|U.S. Department of Justice|Ester R. Fuchs, Robert Shapiro, Peter Messeri

Implementation of National Voter Registration Act in NYS Social Services Offices

November 1998|Jossey-Bass|Steven Cohen, William B. Eimicke

Today's public administrators must be more than the effective managers of their agencies' internal operations. In order to manage a complex set of interorganizational relationships spanning governments, nonprofit organizations and private firms in a complex global economy, they and their organizations must be capable of great agility and change. Effectiveness is a necessary but not sufficient condition for success: Today's public managers must reach beyond competence to be creative innovators and agents of change.

This book introduces public sector professionals to a set of innovation tools: Strategic Planning, Reengineering, Total Quality Management, Benchmarking, Performance Measurement and Management, Team Management, Privatization. It shows how to understand them, use them and integrate them into any organization, and how they will take public managers beyond competence to be creative innovators.

The creative public manager must continually look for new tools and new approaches. Tools for Innovators will help in this search, and in meeting and surmounting the challenges of a changing public sector.

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