The presidency and the agencies of the executive branch are deeply interwoven with other core institutions of American government and politics. While the framers of the Constitution granted power to the president, they likewise imbued the legislative and judicial branches of government with the powers necessary to hold the executive in check. The Executive Branch, edited byJoel D. Aberbach and Mark A. Peterson, examines the delicate and shifting balance among the three branches of government, which is constantly renegotiated as political leaders contend with the public's paradoxical sentiments-yearning for strong executive leadership yet fearing too much executive power, and welcoming the benefits of public programs yet uneasy about, and indeed often distrusting, big government. The Executive Branch, a collection of essays by some of the nation's leading political scientists and public policy scholars, examines the historical emergence and contemporary performance of the presidency and bureaucracy, as well as their respective relationships with the Congress, the courts, political parties, and American federalism. Presidential elections are defining moments for the nation's democracy-by linking citizens directly to their government, elections serve as a mechanism for exercising collective public choice. After the election, however, the work of government begins and involves elected and appointed political leaders at all levels of government, career civil servants, government contractors, interest organizations, the media, and engaged citizens. The essays in this volume delve deeply into the organizations and politics that make the executive branch such a complex and fascinating part of American government. The volume provides an assessment from the past to the present of the role and development of the presidency and executive branch agencies, including analysis of the favorable and problematic strategies, and personal attributes, that presidents have brought to the challenge of leadership. It examines the presidency and the executive agencies both separately and together as they influence-or are influenced by-other major institutions of American government and politics, with close attention to how they relate to civic participation and democracy.

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When federal and state policy makers’ efforts to enact sweeping health care reform in the mid-1990s ended in stalemate, the private sector unleashed initiatives that have affected virtually every aspect of health care. With updated essays first published in issues of the Journal of Health Politics, Policy and Law, Healthy Markets? offers the most comprehensive and critical examination yet found in a single volume of the economic, political, and social implications of this recent market transformation of health care in the United States. With original contributions from leading social science health policy analysts, this volume addresses the full context of health system change. Believing that the analysis of health care change is too important to be left to economists alone, Mark A. Peterson has collected a mulitdisciplinary group of experts who revisit the contentious debate over the market approaches to health care and consider the disparate effects of these approaches on cost, quality, and coverage of both managed care and Medicaid and Medicare. While market enthusiasts applaud the enhanced efficiency, reduced excess capacity, and abatement of the decades-long health care cost explosion, a backlash has emerged among many providers and the public against the perceived excesses of the market: diminished access to care, commercialization of the physician-patient relationship, and exacerbated inequality. Contributors assess these varied responses while examining the impact that market-based applications are likely to have for future health policy making, the significance of the U.S. experience for policy makers abroad, and the lessons that these changes might provide for thinking sensibly about the future of our health care system. This volume will be useful for public policy analysts, economists, social scientists, health care providers and administrators, and others interested in the future—and in understanding the past—of American health care.Contributors. Gary S. Belkin, Lawrence D. Brown, Robert G. Evans, Martin Gaynor, Paul B. Ginsburg, Marsha Gold, Theodore R. Marmor, Cathie Jo Martin, Jonathan B. Oberlander, Mark V. Pauly, Mark A. Peterson, Thomas Rice, Deborah A. Stone, William B. Vogt, Kenneth E. Thorpe

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Offers advice on when to delegate responsibility, how to assess business and financial risks, how to develop good employee and customer relationships, and more

Product Description: Book by Peterson, Mark A.