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Creating public value:

strategic management in government
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5 Reviews
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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Creating public value: strategic management in government‎
Mark Harrison Moore - Business & Economics - 1995 - 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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Review: Creating Public Value: Strategic Management in Government

User Review  - Prof Jake - Goodreads

The best introduction to a key concept for understanding how to improve public services using the idea of public value. This will change your way of thinking about government - for the better Read full review

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Contents

Acknowledgments
Managerial Imagination 13
Defining Public Value 27
Organizational Strategy in the Public Sector 57
Acting for a Divided Uncertain Society 293
Notes 311
Index 396
Copyright

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References from web pages

JSTOR: Creating Public Value: Strategic Management in Government.
Creating Public Value: Strategic Management in Government. By Mark H. Moore. (Cambridge, MA: Harvard University Press, 1995. Pp. 402. $45.00. ...
links.jstor.org/ sici?sici=0022-3816(199702)59%3A1%3C257%3ACPVSMI%3E2.0.CO%3B2-B

In View - NHS board level development team
... a concept explored in his numerous books including Creating Public Value: Strategic Management in Government; Dangerous Offenders: The Elusive Targets ...
www.leadershipdevelopment.nhs.uk/ inview/ inviewarticle.aspx?id=234

Creating Public Value: Strategic Management in Government by Mark ...
A seminal figure in the field of public management, Mark Moore presents his summation of fifteen years of research, observation, and teaching about what ...
www.questia.com/ library/ book/ creating-public-value-strategic-management-in-government-by-mark-h-moore.jsp

In View - NHS board level development team
Directors Development Workshop, Meeting leadership challenges, The development portfolio - NHS Leadership Institute for Innovation and Improvements website ...
www.executive.modern.nhs.uk/ inview/ inviewarticle.aspx?id=241

Creating public value in planning and urban design: the three ...
Creating public value in planning and urban design: the. three abiding problems of negotiation, participation and. deliberation. John Forester ...
www.ingentaconnect.com/ content/ routledg/ rudi/ 1998/ 00000003/ F0020001/ art00002?crawler=true

Creating Public Value
Four Key Analytic Ideas. • “The Strategic Triangle”. • “Public Value” and the “Task Environment”. • “Legitimacy and Support” and the “Authorizing ...
www.nasaa-arts.org/ nasaanews/ moore_keynote.pdf

Public value - Wikipedia, the free encyclopedia
Mark H. Moore (1995), Creating Public Value Strategic Management in Government, Harvard University Press [1]. Martin Cole and Greg Parston (2006), ...
en.wikipedia.org/ wiki/ Public_value

Juggling Organizational Goals
Book Reviews. Juggling Organizational Goals. Mark H. Moore. 1995. Creating Public Value: Strategic. Management in Government. Cambridge, Mass.: Harvard Uni- ...
jpart.oxfordjournals.org/ cgi/ reprint/ 8/ 2/ 282.pdf

Creating Public Value through Private/Public Partnerships
Also discussed intensively in Mark H. Moore,. Creating Public Value: Strategic Management in Government (Cambridge, Mass.: Harvard University Press, 1995). ...
unpan1.un.org/ intradoc/ groups/ public/ documents/ CLAD/ clad0052203.pdf

Creating Public Value
Mark Moore’s “Strategic Triangle”. Moore’s work helps us to re-think and re-frame our resource allocation and how we talk about the work of our agencies, ...
www.azarts.gov/ swac/ archive/ Strategic%20Triangle.doc

About the author (1995)

Mark H. Moore is the Hauser Professor of Nonprofit Organizations and Faculty Chair of the Hauser Center for Nonprofit Organizations at the John F. Kennedy School of Government, Harvard University.

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