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Creating Public Value: Strategic Management in Government

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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 and illuminates their broader lessons for government managers. Moore addresses four questions that have long ...
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Overview

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 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?
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Editorial Reviews

Hale Champion
This is at once the most broadly thoughtful and specifically useful book I've read in the field of public management.
National Journal
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.
Future Survey
[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.
ARNOVA News
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.
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Product Details

  • ISBN-13: 9780735100046
  • Publisher: Replica Books
  • Publication date: 10/1/1997
  • Format: Library Binding
  • Edition description: 1ST REPLIC
  • Pages: 402
  • Product dimensions: 9.00 (w) x 6.10 (h) x 1.10 (d)

Meet the Author

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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Table of Contents

Acknowledgments
Introduction 1
1 Managerial Imagination 13
Pt. I Envisioning Public Value
2 Defining Public Value 27
3 Organizational Strategy in the Public Sector 57
Pt. II Building Support and Legitimacy
4 Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management 105
5 Advocacy, Negotiation, and Leadership: The Techniques of Political Management 135
Pt. III Delivering Public Value
6 Reengineering Public Sector Production: The Function of Operational Management 193
7 Implementing Strategy: The Techniques of Operational Management 239
Conclusion: Acting for a Divided, Uncertain Society 293
Notes 311
Index 396
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Customer Reviews

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  • Anonymous

    Posted November 20, 2007

    An excellent guide book for turning public official into strategist

    This book is an excellent manual for every public manager who wants to work as a strategist and sets his/her goal to create and deliver public value. It should be a manual for public administration students both at under graduate and graduate level because, comparing with my own experience in a not-American system, it is very and really practical. The cases told in the book, albeit American, can be applied directly to public policy system in other countries. That is because it penetrates right through to the most basic obligations of being a public manager in a public organization, which is not and will never be the same as being a manager in a private company. It explains the relationship between government officials in each policy domain and the role of politician in that domain, which is legitimately interdependence under democracy system. The conception of strategic triangle articulated by Moore helps public managers think comprehensively as to the critical factors needed to be mobilized by public manager in order to effectively deliver public value. The focus on public value creation helps public managers expand their perspective and reinterpret their obligations beyond functionality. Only that kind of thinking can transform government official from a technician or a bureaucrat into a strategist. As a policy manager myself I think the concepts, approaches, strategies and techniques articulated and proposed by the book are very relevant to both public manager and others, either from private organization or NGOs, especially those who want to influence policy decision in national or local level. Actually, I¿d like to recommend the book to every public manager in my country so that our public service will think more about public value creation and know how they can be significantly improved by being a genuine proactive strategist. And I would tell them this is the only ¿Manual for Being a Public Strategist.¿

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