000			01404nam a2200169Ia 4500
005			20250117103528.0
008			250117s9999 xx 000 0 und d
020			_a9780674175587
082			_a353MOO
100			_aMoore, Mark Harrison.
245		0	_aCreating public value _bstrategic management in government
260			_aCambridge _bHarvard University Press _c1995
300			_axiii, 402 p. : ill. ; 25 cm.
500			_aIncludes bibliographical references (p. [311]-395) and index.
520			_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?
650			_aCivil service ethics.
999			_c1544 _d1544