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If you haven't been able to slip out to Harvard University's John F. Kennedy School of Government for the latest in public management training, Mark Moore's book...will bring you up to speed. National Journal [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. Future Survey 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 services, a redevelopment agency, the Center for Disease Control, a housing authority, and a police department), Kennedy School professor Mark Moore seeks to expand the traditional bureaucratic conceptions of public administration. ARNOVA News
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A summation of 15 years of research on what public-sector executives should do to improve the performance of public enterprises. Cases are used to illuminate their broader lessons for government managers.
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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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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