- Hardcover: 416 pages
- Publisher: Harvard University Press (12 Dec 1995)
- Language English
- ISBN-10: 0674175573
- ISBN-13: 978-0674175570
- Product Dimensions: 24.4 x 16.8 x 2.8 cm
- Average Customer Review: 3.0 out of 5 stars See all reviews (1 customer review)
- Amazon Bestsellers Rank: 2,750,296 in Books (See Top 100 in Books)
- See Complete Table of Contents
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Review
[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.
Product Description
A seminal figure in the field of public management, Mark Moore presents his summation of 15 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 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 Moores 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, and 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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Most Helpful Customer Reviews
Format:Paperback
This mixture of common sense and pretentiousness was very fashionable for a while. It may provide scope to justify what needs to be done, but offers little guide as to what that should be.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
4 reviews
15 of 19 people found the following review helpful
Still a key to new ways of thinking for public managers
14 Jan 2004
Format:Paperback
Mark Moore postulates creating public value as a mode of practical reasoning and an alternative way of conceiving of the public policy challenge in relation with the public administrative enterprise. Moore offers a notion of strategic management in government as a way of linking the traditional study of ends in public policy with the traditional study of means in public administration. Moore postulates a strategic triangle, arguing that a useful conception of public value can be envisioned by managers if they integrate (1) substantive judgments of what would be valuable and effective (2) a diagnosis of political expectations (and legal parameters) and (3) hard-headed calculations of what is operationally feasible. The text articulates ways of thinking about and enacting public value in government, considers approaches and techniques for managing upwards toward politics and downwards toward organizational operations in relation to a wide variety of case studies, and concludes with a consideration of what consciousness or temperament is required of public managers if they are to be successful in managing, effectively and democratically.
The text is exceptionally well-written and is equally accessible to undergraduate students, graduate students, and practitioners. It remains a fundamental resource and an invaluable key to new ways of thinking for policy makers and administrators today.
9 of 11 people found the following review helpful
Excellent and comprehensive
12 Dec 2000
Format:Paperback
An excellent overview of the public manager as a creator of value. Moore does an excellent job drawing parellels to the private sector to illustrate how public managers need to address the needs of their consumers by creating value. The only downside of the text is the high level style of the writing, which sometimes makes it difficult to follow.
15 of 21 people found the following review helpful
Strategist and Technician
16 Dec 1999
Format:Paperback
This book is an excellent source for practising public managers and academics and students who interest in public administration. As time passed, people, their representatives and public managers change or need to change their paragigms. Moore indicates the reason why public organizations must change. Organizational posture and position always must be in accordance with external environment. From the perspective of Moore, public managers must move away from the technicians that work to realize the goals imposed by elected officials with the maximum efficiency to the strategists that analyze the environment and find new ways for creating more value for people. This does not mean bureaucrats are completely free and can think and do whatever they desire. We know this situation points to the demolishing of the democracy. But Moore stresses that public officials must be made accountable for the results and all the time they must be oversighted by citizens, representatives, press, interest groups and public at large. This book is not a How-to-do guide. But we can adapt the principles proposed to the unique circumstances of our organizations.
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