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 Imagination
13
Defining Public Value
27
Managerial Discretion and Leadership in the Public Sector
62
Defining Mission and Goals in the Public Sector
70
Pollution Abatement
76
Humanizing the Treatment of Children
84
Evaluative Criteria for Organizational Strategies
94
A Key Managerial Function
111
Evaluation
146
Managing Policy Development
162
Negotiation
172
Public Deliberation Social Learning and Leadership
179
Public Sector Marketing and Strategic Communication
185
Lee Brown and the Houston Police Department
200
Acting for a Divided Uncertain Society
293
Notes
311

Who Is Important in Political Management
118
Combining Diverse Interests and Values
126
The Challenge of Political Management
132
Sencers Initiatives
140
Organizational Strategy in the Public Sector 57
339
Index
396
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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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