01377nam a2200157Ia 450000500170000000800410001702000180005808200110007610000260008724500620011326000460017530000330022150000660025452008730032065000260119320250117103528.0250117s9999    xx            000 0 und d  a9780674175587  a353MOO  aMoore, Mark Harrison. 0aCreating public valuebstrategic management in government  aCambridgebHarvard University Pressc1995  axiii, 402 p. : ill. ; 25 cm.  aIncludes bibliographical references (p. [311]-395) and index.  aA seminal figure in the field of public management, Mark Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard's Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate?  aCivil service ethics.