Creating Public Value: Strategic Management in Government

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Harvard University Press, 1995 - Political Science - 402 pages

A seminal figure in the field of public management, Mark 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?

Moore's answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore's cases, we witness dilemmas faced by a cross section of public managers--William Ruckelshaus and the Environmental Protection Agency, Jerome Miller and the Department of Youth Services, Miles Mahoney and the Park Plaza Redevelopment Project, David Sencer and the swine flu scare, Lee Brown and the Houston Police Department, Harry Spence and the Boston Housing Authority. Their work, together with Moore's analysis, reveals how public managers can achieve their true goal of producing public value.

 

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Contents

Managerial Discretion and Leadership in the Public Sector 62
10
Defining Mission and Goals in the Public Sector 70
10
Pollution Abatement 76
10
Humanizing the Treatment of Children 84
10
Evaluative Criteria for Organizational Strategies 94
10
A Key Managerial Function 111
10
Who Is Important in Political Management 118
10
Combining Diverse Interests and Values 126
10
Public Deliberation Social Learning and Leadership 179
10
Public Sector Marketing and Strategic Communication 185
10
Lee Brown and the Houston Police Department 200
10
Acting for a Divided Uncertain Society 293
10
Notes 311
10
Managerial Imagination
14
Defining Public Value
22
Organizational Strategy in the Public Sector 57
35

Sencers Initiatives 140
10
The Ethics and Techniques of Political Management 148
10

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About the author (1995)

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.

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