The State of Public Management
Published on 6. September 1996
Book
Paperback/Softback
336 pages
978-0-8018-5276-3 (ISBN)
Description
Public management stands at the unique intersection of theory and practice. It seeks to help scholars frame questions that will improve their understanding of how policy ideas become transformed into practice and to help government managers see past the narrow issues on their desks to the broader implications of their work. In The State of Public Management, Donald F. Kettl and H. Brinton Milward bring together contributors who focus on the interdisciplinary nature of public management. Scholars from the social sciences-economics, political science, sociology, and psychology-examine what traditional disciplines bring to the debate. Other analysts build on this foundation to probe the theoretical bases of and practical solutions for public management.
Reviews / Votes
This book's essays are some of the best papers presented at the second National Public Management Conference at the Robert M. LaFollette Institute of Public Affairs at the University of Wisconsin-Madison in October 1993. The chapters in the book mark important milestones in the new discipline of public management. They not only explore how public programs can be managed to work better, but they also chart the maturation of thinking about how it ought to be done. -- Norman Gill Perspectives on Political ScienceMore details
Language
English
Place of publication
Baltimore, MD
United States
Target group
College/higher education
Professional and scholarly
Product notice
Paperback (trade)
Dimensions
Height: 227 mm
Width: 152 mm
Thickness: 21 mm
Weight
503 gr
ISBN-13
978-0-8018-5276-3 (9780801852763)
DOI
10.56021/9780801852756
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Donald F. Kettl | H. Brinton Milward
The State of Public Management
Book
09/1996
The Johns Hopkins University Press / World Bank
€65.88
Article not available for order
Persons
Donald F. Kettl is director and professor of public affairs and political science at the Robert M. La Follette Institute of Public Affairs of the University of Wisconsin-Madison. H. Brinton Milward is professor and director at the School of Public Administration and Policy at the University of Arizona.
Content
Preface and Acknowledgments
Introduction
Part I: Governance and Public Management
Chapter 1. Models of Governance for the 1990s
Part II: Disciplinary Foundations
Chapter 2. Knowledge for Practice: Of What Use Are The Disciplines?
Chapter 3. Political Science
Chapter 4. Sociology
Chapter 5. Economics
Chapter 6. Psychology
Part III: Organizational Networks in Theory and Practice
Chapter 7. Managing Across Boundaries
Chapter 8. Turf Barriers to Interagency Collaboration
Chapter 9. Designing and Implementing Volunteer Programs
Chapter 10. Leadership of a State Agency
Chapter 11. Rational Choice and the Public Management of Interorganizational Networks
Part IV: Bringing Theory and Practice Together
Chapter 12. Critical Incidents and Emergent Issues in Managing Large-Scale Change
Chapter 13. Organizational Redesign in the Public Sector
Conclusion: What is Public Management?
Notes on Contributors
Index
Introduction
Part I: Governance and Public Management
Chapter 1. Models of Governance for the 1990s
Part II: Disciplinary Foundations
Chapter 2. Knowledge for Practice: Of What Use Are The Disciplines?
Chapter 3. Political Science
Chapter 4. Sociology
Chapter 5. Economics
Chapter 6. Psychology
Part III: Organizational Networks in Theory and Practice
Chapter 7. Managing Across Boundaries
Chapter 8. Turf Barriers to Interagency Collaboration
Chapter 9. Designing and Implementing Volunteer Programs
Chapter 10. Leadership of a State Agency
Chapter 11. Rational Choice and the Public Management of Interorganizational Networks
Part IV: Bringing Theory and Practice Together
Chapter 12. Critical Incidents and Emergent Issues in Managing Large-Scale Change
Chapter 13. Organizational Redesign in the Public Sector
Conclusion: What is Public Management?
Notes on Contributors
Index