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Public Management
Thinking and Acting in Three Dimensions
Second Edition
- Carolyn J. Hill - Georgetown University, USA, MDRC, USA
- Laurence E. Lynn Jr - University of Chicago, USA
September 2015 | 528 pages | CQ Press
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.
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.
PART I: ANALYZING PUBLIC MANAGEMENT’S CHALLENGES
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: STRUCTURES: THE CONCRETE EXPRESSIONS OF PUBLIC POLICY
CHAPTER 4: STRUCTURES OF GOVERNMENT: JAMES MADISON’S LEGACIES
CHAPTER 5: STRUCTURES OF GOVERNMENT: THE ADMINISTRATIVE STATE
CHAPTER 6: STRUCTURES OF GOVERNMENT: TOOLS FOR PUBLIC MANAGERS
CHAPTER 7: STRUCTURES OF GOVERNMENT: RULES AND REGULATIONS
PART III: THE CULTURE DIMENSION
CHAPTER 8: CULTURE: THE BUILDING BLOCKS
CHAPTER 9: CULTURE: INSTITUTIONALIZED VALUES
PART IV: THE CRAFT DIMENSION
Introduction to Part IV: Craft: Public Managers as Creators
CHAPTER 10: MANAGERIAL STYLES
CHAPTER 11: MANAGERIAL HEURISTICS
PART V: MULTI-DIMENSIONAL PUBLIC MANAGEMENT
CHAPTER 12: 3D PUBLIC MANAGEMENT: STRUCTURE, CULTURE, CRAFT
APPENDIX A: THE USE OF ARGUMENT
