Public management : organizations, governance, and performance

✍ Scribed by Laurence J O'Toole; Kenneth J Meier

• Publisher: Cambridge University Press
• Year: 2011
• Tongue: English
• Leaves: 331
• Category: Library

✦ Synopsis

How effective are public managers as they seek to influence how public organizations deliver policy results? How, and how much, is management related to the performance of public programs? What aspects of management can be distinguished? Can their separable contributions to performance be estimated? The fate of public policies in today's world lies in the hands of public organizations, which in turn are often intertwined with others in latticed patterns of governance. Collectively, these organizations are expected to generate performance in terms of policy outputs and outcomes. In this book, two award-winning researchers investigate the effectiveness of management in the public sector. Firstly, they develop a systematic theory on how effective public managers are in shaping policy results. The rest of the book then tests this theory against a wide range of evidence, including a data set of 1,000 public organizations
''How effective are public managers as they seek to influence how public organizations deliver policy results? How, and how much, is management related to the performance of public programs? What aspects of management can be distinguished? Can their separable contributions to performance be estimated? The fate of public policies in today's world lies in the hands of public organizations, which in turn are often intertwined with others in latticed patterns of governance. Collectively, these organizations are expected to generate performance in terms of policy outputs and outcomes. In this book, two award-winning researchers investigate the effectiveness of management in the public sector. Firstly, they develop a systematic theory on how effective public managers are in shaping policy results. The rest of the book then tests this theory against a wide range of evidence, including a data set of 1,000 public organizations''--  Read more... 1. Public management and performance: an evidence-based perspective -- 2. A model of public management and a source of evidence -- 3. Public management in interdependent settings: networks, managerial networking and performance -- 4. Managerial quality and performance -- 5. Internal management and performance: stability, human resources and decision making -- 6. Nonlinearities in public management: the role of managerial capacity and organizational buffering -- 7. Public management in intergovernmental networks: managing structural networks and managerial networking -- 8. Public management and performance: what we know, and what we need to know

✦ Table of Contents

Frontmatter......Page 1
Contents......Page 5
List of figures......Page 6
List of tables......Page 7
Preface......Page 11
1 - Public management and performance: an evidence-based perspective......Page 15
2 - A model of public management and a source of evidence......Page 37
3 - Public management in interdependent settings: networks, managerial networking, and performance......Page 69
4 - Managerial quality and performance......Page 114
5 - Internal management and performance: stability, human resources, and decision making......Page 145
6 - Nonlinearities in public management: the roles of managerial capacity and organizational buffering......Page 196
7 - Public management in intergovernmental networks: matching structural networks and managerial networking......Page 254
8 - Public management and performance: what we know, and what we need to know......Page 281
Glossary......Page 301
References......Page 305
Index......Page 323