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Creating Public Value: Strategic Management in Government

Creating Public Value: Strategic Management in Government

Paperback

By (author) Mark H. Moore

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  • Publisher: HARVARD UNIVERSITY PRESS
  • Format: Paperback | 416 pages
  • Dimensions: 155mm x 236mm x 33mm | 476g
  • Publication date: 25 March 1997
  • Publication City/Country: Cambridge, Mass
  • ISBN 10: 0674175581
  • ISBN 13: 9780674175587
  • Edition statement: Reprint
  • Illustrations note: 5 line illustrations
  • Sales rank: 103,302

Product description

A summation of 15 years of research on what public-sector executives should do to improve the performance of public enterprises. Cases are used to illuminate their broader lessons for government managers.

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Author information

Mark H. Moore is Hauser Professor of Nonprofit Organizations at the Harvard Kennedy School of Government and Herbert A. Simon Professor of Education, Management, and Organizational Behavior at the Harvard Graduate School of Education. He has also been a Visiting Professor of Business Administration at Harvard Business School.

Review quote

If you haven't been able to slip out to Harvard University's John F. Kennedy School of Government for the latest in public management training, Mark Moore's book...will bring you up to speed. National Journal [An] important argument to counter the image of the rigid bureaucrat, with case studies of youth services, a library, a redevelopment project, a police department, and a housing authority. Future Survey Basing extended and thoughtful analyses and comments on a series of cases in managing an assortment of federal, state, and local public agencies (libraries, the EPA, a department of child and youth services, a redevelopment agency, the Center for Disease Control, a housing authority, and a police department), Kennedy School professor Mark Moore seeks to expand the traditional bureaucratic conceptions of public administration. ARNOVA News

Back cover copy

A seminal figure in the field of public management, mark more presents his summation of fifteen years of research, observation, and teaching about what public-sector executives should do to improve the performance of public enterprises.

Table of contents

Acknowledgments Introduction Purposes Sources and Methods Tests 1. Managerial Imagination The Town Librarian and the Latchkey Children Public Managers and Public Management An Alternative Approach to Public Administration PART I ENVISIONING PUBLIC VALUE 2. Defining Public Value The Aim of Managerial Work Different Standards for Reckoning Public Value Municipal Sanitation: An Example Toward a Managerial View of Public Value 3. Organizational Strategy in the Public Sector William Ruckeishaus and the Environmental Protection Agency Jerome Miller and the Department of Youth Services Managerial Discretion and Leadership in the Public Sector Defining Mission and Goals in the Private Sector Defining Mission and Goals in the Public Sector The Mission of the EPA: Pollution Abatement The Mission of DYS: Humanizing the Treatment of Children The Managerial Utility of Mission Statements Evaluative Criteria for Organizational Strategies PART II BUILDING SUPPORT AND LEGITIMACY 4. Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management Miles Mahoney and Park Plaza David Sencer and the Threat of Swine flu Political Management: A Key Managerial Function Who Is Important in Political Management Combining Diverse Interests and Values The Dynamics of the Authorizing Environment The Challenge of Political Management 5. Advocacy, Negotiation, and Leadership: The Techniques of Political Management Mahoney's Initiatives Sencer's Initiatives Evaluation The Ethics and Techniques of Political Management Entrepreneurial Advocacy Managing Policy Development Negotiation Public Deliberation, Social Learning, and Leadership Public Sector Marketing and Strategic Communication Helping to Define and Produce Public Value PART III DELIVERING PUBLIC VALUE 6. Reengineering Public Sector Production: The Function of Operational Management Harry Spence and the Boston Housing Authority Lee Brown and the Houston Police Department The Function of Operational Management Defining Organizational Mission and Product Redesigning Production Processes Using Administrative Systems to Influence Operations Innovating and Capitalizing From Diagnosis to Intervention 7. Implementing Strategy: The Techniques of Operational Management Spence: Rehabilitating Public Housing in Boston Brown: Exploring the Frontiers of Policing Reengineering Organizations: What Strategic Managers Think and Do Acting in a Stream Conclusion: Acting for a Divided, Uncertain Society Ethical Challenges of Public Leadership Psychological Challenges of Public Leadership Notes Index