Creating public value : strategic management in government / Mark H. Moore.
نوع المادة : نصالناشر:Cambridge, Mass. : Harvard University Press, 1995وصف:xiii, 402 pages ; 25 cmنوع المحتوى:- text
- unmediated
- volume
- 0674175573 (hbk)
- JF1525.E8 M66 1995
نوع المادة | المكتبة الحالية | رقم الطلب | رقم النسخة | حالة | تاريخ الإستحقاق | الباركود | |
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كتاب | UAE Federation Library | مكتبة اتحاد الإمارات General Collection | المجموعات العامة | JF1525.E8 M66 1995 (إستعراض الرف(يفتح أدناه)) | C.1 | Library Use Only | داخل المكتبة فقط | 30010000110578 |
Browsing UAE Federation Library | مكتبة اتحاد الإمارات shelves, Shelving location: General Collection | المجموعات العامة إغلاق مستعرض الرف(يخفي مستعرض الرف)
JF1525.E8 M375 2009 Public administration ethics for the 21st century / | JF1525.E8 M46 2017 Ethics management for public and nonprofit managers : leading and building organizations of integrity / | JF1525.E8 M46 2017 Ethics management for public and nonprofit managers : leading and building organizations of integrity / | JF1525.E8 M66 1995 Creating public value : strategic management in government / | JF1525.E8 M665 2011 Public value : theory and practice / | JF1525.E8 M83 2009 التزام الموظف / | JF1525.E8 M83 2009 التزام الموظف / |
Includes bibliographical references and index.
1. Managerial Imagination -- Pt. I. Envisioning Public Value. 2. Defining Public Value. 3. Organizational Strategy in the Public Sector -- Pt. II. Building Support and Legitimacy. 4. Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management. 5. Advocacy, Negotiation, and Leadership: The Techniques of Political Management -- Pt. III. Delivering Public Value. 6. Reengineering Public Sector Production: The Function of Operational Management. 7. Implementing Strategy: The Techniques of Operational Management. Conclusion: Acting for a Divided, Uncertain Society.
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?