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    Creating Public Value: Strategic Management in Government (Paperback) By (author) Mark H. Moore

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    DescriptionA 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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  • Full bibliographic data for Creating Public Value

    Title
    Creating Public Value
    Subtitle
    Strategic Management in Government
    Authors and contributors
    By (author) Mark H. Moore
    Physical properties
    Format: Paperback
    Number of pages: 416
    Width: 155 mm
    Height: 236 mm
    Thickness: 33 mm
    Weight: 476 g
    Language
    English
    ISBN
    ISBN 13: 9780674175587
    ISBN 10: 0674175581
    Classifications

    Warengruppen-Systematik des deutschen Buchhandels: 27430
    BIC E4L: POL
    B&T Book Type: NF
    Nielsen BookScan Product Class 3: T7.3
    BIC subject category V2: JPQ
    LC subject heading: , ,
    B&T General Subject: 750
    BIC subject category V2: KNV
    Libri: I-PL
    Ingram Subject Code: PL
    LC subject heading:
    BISAC V2.8: POL040000, POL017000
    B&T Merchandise Category: UP
    LC subject heading: ,
    DC22: 353.0072
    LC subject heading:
    DC21: 351.07
    Thema V1.0: KNV, JPQ
    Edition statement
    Reprint
    Illustrations note
    5 line illustrations
    Publisher
    HARVARD UNIVERSITY PRESS
    Imprint name
    HARVARD UNIVERSITY PRESS
    Publication date
    25 March 1997
    Publication City/Country
    Cambridge, Mass
    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