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At first glance, readers of Professors Newman, Guy, and Mastracci’s article may conclude that emotional labor and affective leadership are obvious qualities that we should expect from adults in the workplace. It seems that effective employees and managers have always shown strengths in these competencies. Is this another academic effort to explore an area that practitioners already understand and manage fairly well? Further reflection reveals, however, that taking emotional labor and affective leadership for granted can lead to dire consequences. Failure to empathize and manage emotions during citizen contact events can create costs in money and, in the most severe cases, costs in lives. A lack of appreciation for affective leadership can produce productivity and morale problems that, again, create costs for all involved.

Books reviewed in this article: Richard P. Nathan, So You Want to Be in Government? Handbook for Appointed Officials in America's Governments Kenneth H. Ashworth, Caught between the Dog and the Fireplug, or, How to Survive Public Service O.C. McSwite, Invitation to Public Administration

Previous public administration research has failed to systematically explore the relationships between changing techno-economic paradigms and reform in American public administration. This article examines the linkages between bureaucratic reform and long-wave economic cycles. Specifically, the authors contend that the techno-economic paradigms that drive economic long waves are consistent with a pattern of initiation and eventually confirmation of reforms in public administration. The authors show that public administration reforms emerge during price downswings and are then followed by a period of “reform confirmation” during price upswings. The historical pattern of the approximately 50- to 60-year long-wave cycles reveals 25- to 30-year periods of downswing reform emergence followed by similar periods of price upswing reform confirmation. Finally, this article enhances our knowledge concerning the variables necessary to develop comprehensive theories of public administration reform.

Forty years ago, Herbert Simon reminded public managers of the limits of rationality, or the bounded rationality, of the individual decision maker. New analytical techniques from the sciences of complexity now provide a means to measure the complexity in the environment of public managers using actual organizational data. Time series analysis is used to examine data from the external environment of two urban police divisions. Results of the analysis reveal that the complexities of the environment of public organizations may serve as an inhibition to rational decision making that extends beyond the limits of the individual proposed by Simon.

The paper presents a platform for marketing theory development and programmatic research. This platform fits marketing into a universal and evolutionary exchange paradigm that integrates human exchange with that of other living and nonliving systems. Importantly, it is shown how marketing exchange is itself a part of evolving exchange systems that are commonly discussed in the natural sciences. It is proposed that exchange systems, at all levels, evolve as part of a definable pattern. The integration of marketing exchange with exchange in all natural systems may afford a means for enhancing both the study and practice of marketing.

Public administration scholars and practitioners have long been aware of the need for computer related education for students of public affairs and administration. Rufus Miles, in 1967, proposed that computer training become a basic component of graduate-level training in public administration.' In 1974, Roy G. Saltman called for an increased emphasis on "information science" in public administration curricula and further proposed the establishment of a committee to recommend information systems course work for programs in public management.2 Most recently, the National Association of Schools of Public Affairs and Administration (NASPAA) Committee on Computers in Public Management Education has proposed course work for computer training for masters students of public administration.3 The present study details the current state of computer and information systems education in Master of Public Administration (MPA) programs. This research describes the extent of management information systems and computer applications course work in MPA programs and examines the extent to which hands-on computer training is integrated into MPA courses. Another important aspect of this investigation is an assessment of the course work and knowledge in information systems that public administration faculty believe should be required of all MPA students. This study also assesses the prospects for increasing information systems course work in MPA programs. Thus, data are provided concerning the possibilities of implementing the curriculum recommendations of the NASPAA Committee on Computers in Public Management Education.