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 studies 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.
Tabla de materias
PART I: ANALYZING PUBLIC MANAGEMENT’S CHALLENGES
Introduction to Part I: Analyzing Public Management’s Challenges: The Fundamentals
CHAPTER 1: PUBLIC MANAGEMENT’S THREE DIMENSIONS: STRUCTURE, CULTURE, CRAFT
Public Managers and the Domain of Public Management
Historical Origins of Public Management
Public and Private Management: How Similar? How Different?
Eight Distinctive Challenges of Public Management
Meeting the Distinctive Challenges of Public Management
Organization of the Book
Case Analysis: Could “The System” Have Saved The Children of Banita Jacks?
CHAPTER 2: FIRST PRINCIPLES: MANAGERIAL ACCOUNTABILITY TO THE RULE OF LAW
Introduction
What Is Meant By “The Rule of Law”?
Practicing Lawful Public Management
What Is Meant by “Accountability”?
Thinking Institutionally
Case Analysis: The Rule of Law in Action: The Commonwealth of Massachusetts v. the Environmental Protection Agency
CHAPTER 3: NATIONAL SECURITY AGENCY SURVEILLANCE: REFLECTING SOCIETY’S VALUES, PERFORMING EFFECTIVELY, EARNING TRUST?
Introduction
A Leak, A Crisis
National Security Agency Surveillance: The Building Blocks
Revelations of U.S. Surveillance Unfold
Public Management Analysis
PART II: STRUCTURES: THE CONCRETE EXPRESSIONS OF PUBLIC POLICY
Introduction to Part II: Structures: The Concrete Expressions of Public Policy
CHAPTER 4: STRUCTURES OF GOVERNMENT: JAMES MADISON’S LEGACIES
Introduction
Case: Patient Protection and Affordable Care Act of 2010: How Madisonian Democracy Works
Separation of Powers
Checks and Balances
Federalism
At the Apex of Power: The People
A Logic of Constitutional Governance
Case Analysis: Austin Energy
CHAPTER 5: STRUCTURES OF GOVERNMENT: THE ADMINISTRATIVE STATE
Introduction
Case: The Bureau of Immigration and Customs Enforcement
Madisonian Politics and the Administrative State: The Politics of Bureaucratic Structure
Direct Government Control: The Bureaucracy
Financial Structures: Budgets and Budgeting
Public Personnel Systems: Protection, Performance, Control
Alternatives to Direct Government
Case Analysis: State of Missouri’s Reform of its Juvenile Justice System
CHAPTER 6: STRUCTURES OF GOVERNMENT: TOOLS FOR PUBLIC MANAGERS
Introduction
Case: Reorganizing U.S. Foreign Assistance Programs
Confronting Public Management’s Challenges: Analytical Tools
Organizational Structure
Case Analysis: Managing the Rollout of Health Care.gov
CHAPTER 7: STRUCTURES OF GOVERNMENT: RULES AND REGULATIONS
Introduction
Case: The Financial Crisis of 2008
Why Regulate?
How Does Federal Regulation Happen?
Enforceability and Enforcement
The Politics of Regulation
Case Analysis: Gas Pains: Fracking Regulation
PART III: THE CULTURE DIMENSION
Introduction to Part III: Culture: Norms, Values, and Institutions
CHAPTER 8: CULTURE: THE BUILDING BLOCKS
Introduction
Case: Home Visiting in Early Head Start
The Building Blocks of Culture: Historical Perspective
Ethics
Values
Motives
Professions and Professional Training
Case Analysis: Pay in Public Organizations
CHAPTER 9: CULTURE: INSTITUTIONALIZED VALUES
Introduction
Case: The Space Shuttle Columbia Accident
What are Institutionalized Values?
Historical Perspective
Culture as Support (or Impediment) for Rules and Routines
Reform
Case Analysis: “Corrosive Culture” in the Veterans Administration
PART IV: THE CRAFT DIMENSION
Introduction to Part IV: Craft: Public Managers as Creators
CHAPTER 10: MANAGERIAL STYLES
Introduction
Case: The Contrasting Craft of Two Cabinet Secretaries
How Temperament and Personality Affect Craft
Leadership
Case Analysis: Kate Maehr and the Greater Chicago Food Depository
CHAPTER 11: MANAGERIAL HEURISTICS
Introduction
Case: Michelle Rhee and DC Public School Reform
Decision Making
How Public Managers Can Learn
Being Strategic
Case Analysis: Paul Vallas: CEO, Superintendent
PART V: MULTI-DIMENSIONAL PUBLIC MANAGEMENT
Introduction to Part V: Managing in Three Dimensions: Reflecting Society’s Values, Performing Effectively, Earning Trust
CHAPTER 12: 3D PUBLIC MANAGEMENT: STRUCTURE, CULTURE, CRAFT
Introduction
Case: Comp Stat in 3D
Distinctive Challenges of Public Management: Managing in 3D
Conundrums of Three-Dimensional Management
The Rule of Law in 3D
Case Analysis: The Space Shuttle Columbia Accident in 3D
APPENDIX A: THE USE OF ARGUMENT
Sobre el autor
Laurence E. Lynn, Jr. is Sydney Stein, Jr. Professor of Public Management Emeritus at the University of Chicago. His research focuses on governance, public administration, and public management. His books include Public Management as Art, Science and Profession, Madison’s Managers: Public Admiinistration and the Constitution (with Anthony M. Bertelli), and Public Management: Old and New, and he is co-editor of the Oxford Handbook of Public Management. He has received the John Gaus lectureship award from the American Political Science Association, the Dwight Waldo and Paul Van Riper awards from the American Society for Public Administration, and the H. George Frederickson Award from the Public Management Research Association.
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