Public Management
Organizations, Governance, and Performance
$57.99 (C)
- Authors:
- Laurence J. O'Toole, Jr, University of Georgia
- Kenneth J. Meier, Texas A & M University
- Date Published: May 2011
- availability: Available
- format: Hardback
- isbn: 9781107004412
$
57.99
(C)
Hardback
Other available formats:
eBook
Looking for an examination copy?
This title is not currently available for examination. However, if you are interested in the title for your course we can consider offering an examination copy. To register your interest please contact collegesales@cambridge.org providing details of the course you are teaching.
-
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- Presents a formal theory of public management and performance that is both clear and amenable to testing
- Provides the clearest evidence to date of the extent to which management influences public program performance
- Brings together data from many different kinds of public organization, enabling greater generalizability to other policy and management settings
Reviews & endorsements
“This is an excellent book by two of the world's leading public management scholars. They integrate their own research with leading-edge work by others in the field, and provide important new insights into the impact of public management on organizational performance. Both academics and policy makers will find the book essential reading for understanding contemporary problems such as networking, managerial quality, and personnel stability in public organizations.”
– George Boyne, Dean and Professor of Public Sector Management, Cardiff Business SchoolSee more reviews“This is a must-read book for public management scholars and policy designers across the globe. The authors make the most of simplicity in their formal modeling and use of large-N longitudinal data sets to carefully explicate what managers do to affect performance – and it turns out managers can make quite a significant positive difference. The book is a stunning intellectual achievement and the fact that it is clearly and accessibly written makes it even more impressive.”
– John M. Bryson, McKnight Presidential Professor of Planning and Public Affairs, University of Minnesota, and author of Strategic Planning for Public and Nonprofit Organizations“Building on more than a decade of state-of-the-art research, O’Toole and Meier’s new book sets high standards for the evidence-based study of public management. Providing a highly accessible, yet deep and profound understanding of the complex relation between management and performance, this work is exceptionally valuable for scholars, students, and practitioners in the field.”
– René Torenvlied, Professor of Sociology, University of Groningen and Utrecht UniversityCustomer reviews
Not yet reviewed
Be the first to review
Review was not posted due to profanity
×Product details
- Date Published: May 2011
- format: Hardback
- isbn: 9781107004412
- length: 332 pages
- dimensions: 254 x 179 x 19 mm
- weight: 0.81kg
- contains: 9 b/w illus. 64 tables
- availability: Available
Table of Contents
List of figures
List of tables
Preface
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: matching structural networks and managerial networking
8. Public management and performance: what we know, and what we need to know
Glossary
References
Index.Instructors have used or reviewed this title for the following courses
- Issues in Public Management
- Public and Nonprofit Management
- Public organization and management
- Results Driven Strategic Management
Sorry, this resource is locked
Please register or sign in to request access. If you are having problems accessing these resources please email lecturers@cambridge.org
Register Sign in» Proceed
You are now leaving the Cambridge University Press website. Your eBook purchase and download will be completed by our partner www.ebooks.com. Please see the permission section of the www.ebooks.com catalogue page for details of the print & copy limits on our eBooks.
Continue ×Are you sure you want to delete your account?
This cannot be undone.
Thank you for your feedback which will help us improve our service.
If you requested a response, we will make sure to get back to you shortly.
×