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Creating public value : strategic management in government

Author: Mark Harrison Moore
Publisher: Cambridge, Mass. : Harvard Univ. Press, 2002.
Edition/Format:   Print book : English : 7. printView all editions and formats
Summary:

This text addresses topics of importance in public administration. It recommends specific changes in the practices of individual managers: how they envisage what is valuable to produce; how they  Read more...

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Document Type: Book
All Authors / Contributors: Mark Harrison Moore
ISBN: 0674175573 9780674175570 0674175581 9780674175587
OCLC Number: 633475739
Description: XIII, 402 Seiten
Contents: Introduction: purposes; sources and methods; tests. Managerial imagination: the town librarian and the Latchkey children; public managers and public management; an alternative approach to public administration. Part 1 Envisioning public value - 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. Organizational strategy in the public sector: William Ruckelshaus and the environmental protection agency; Jerome Miller and the Department of Youth Services; managerial discretion and the 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 2 Building support and legitimacy - 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. 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 3 Delivering public value - 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. 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.
Responsibility: Mark H. Moore.

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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 Read more...

 
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