Creating Public Value: Strategic Management in GovernmentHarvard University Press, 1995 M10 13 - 416 páginas A seminal figure in the field of public management, Mark H. Moore 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. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? |
Contenido
Managerial Imagination | 13 |
Defining Public Value | 27 |
Organizational Strategy in the Public Sector | 57 |
Derechos de autor | |
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Creating Public Value: Strategic Management in Government Mark Harrison Moore,Mark H. Moore Vista previa limitada - 1995 |
Creating Public Value: Strategic Management in Government Mark Harrison Moore,Mark H. Moore Vista de fragmentos - 1995 |
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Referencias a este libro
Bureaucratic Landscapes: Interagency Cooperation and the Preservation of ... Craig W. Thomas Vista previa limitada - 2002 |
The Effective Public Manager: Achieving Success in a Changing Government Steven Cohen,William Eimicke Vista previa limitada - 2002 |