Managing in the public sector requires an understanding of the interaction between three distinct dimensions—administrative structures, organizational cultures, and the skills of individual managers. Public managers must produce results that citizens and their representatives expect from their government while fulfilling their constitutional responsibilities. In Public Management: Thinking and Acting in Three Dimensions, authors Carolyn J. Hill and Laurence E. Lynn, Jr. argue that one-size-fits-all approaches are inadequate for dealing with the distinctive challenges that public managers face. Drawing on both theory and detailed case studiess of actual practice, the authors show how public management that is based on applying a three-dimensional analytic framework—structure, culture, and craft—to specific management problems is the most effective way to improve the performance of America’s unique scheme of governance in accordance with the rule of law. The book educates readers to be informed citizens and prepares students to participate as professionals in the world of public management.
Part I: ANALYZING PUBLIC MANAGEMENT’S CHALLENGES: THE FUNDAMENTALS
Part I Overview
- Chapter 1: Public Management’s Three Dimensions: Structure, Culture, Craft
- Chapter 2: First Principles: Managerial Accountability to the Rule of Law
- Chapter 3: National Security Agency Surveillance: Reflecting Society’s Values, Performing Effectively, Earning Trust?
Part II: STRUCTURE: THE CONCRETE EXPRESSIONS OF PUBLIC POLICY
Part II Overview
- Chapter 4: Structure: James Madison’s Legacies
- Chapter 5: Structure: The Administrative State
- Chapter 6: Structure: Tools for Public Managers
- Chapter 7: Structure: Rules and Regulations
Part III: Culture: NORMS, VALUES, AND INSTITUTIONS
Part III Overview
Part IV: Craft: PUBLIC MANAGERS AS CREATORS
Part V: Managing in Three Dimensions: Reflecting Society’s Values, Performing Effectively, Earning Trust