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Creating public value : strategic management in government

01 Jan 1995-
TL;DR: In this paper, Mahoney and Sencer discuss the role of political management in public administration and the challenges of public leadership in a divided, uncertain and uncertain society, as well as the challenges faced by public managers and public management.
Abstract: Acknowledgments Introduction Purposes Sources and Methods Tests 1. Managerial Imagination The Town Librarian and the Latchkey Children Public Managers and Public Management An Alternative Approach to Public Administration PART I ENVISIONING PUBLIC VALUE 2. Defining Public Value The Aim of Managerial Work Different Standards for Reckoning Public Value Municipal Sanitation: An Example Toward a Managerial View of Public Value 3. Organizational Strategy in the Public Sector William Ruckeishaus and the Environmental Protection Agency Jerome Miller and the Department of Youth Services Managerial Discretion and Leadership in the Public Sector Defining Mission and Goals in the Private Sector Defining Mission and Goals in the Public Sector The Mission of the EPA: Pollution Abatement The Mission of DYS: Humanizing the Treatment of Children The Managerial Utility of Mission Statements Evaluative Criteria for Organizational Strategies PART II BUILDING SUPPORT AND LEGITIMACY 4. Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management Miles Mahoney and Park Plaza David Sencer and the Threat of Swine flu Political Management: A Key Managerial Function Who Is Important in Political Management Combining Diverse Interests and Values The Dynamics of the Authorizing Environment The Challenge of Political Management 5. Advocacy, Negotiation, and Leadership: The Techniques of Political Management Mahoney's Initiatives Sencer's Initiatives Evaluation The Ethics and Techniques of Political Management Entrepreneurial Advocacy Managing Policy Development Negotiation Public Deliberation, Social Learning, and Leadership Public Sector Marketing and Strategic Communication Helping to Define and Produce Public Value PART III DELIVERING PUBLIC VALUE 6. Reengineering Public Sector Production: The Function of Operational Management Harry Spence and the Boston Housing Authority Lee Brown and the Houston Police Department The Function of Operational Management Defining Organizational Mission and Product Redesigning Production Processes Using Administrative Systems to Influence Operations Innovating and Capitalizing From Diagnosis to Intervention 7. Implementing Strategy: The Techniques of Operational Management Spence: Rehabilitating Public Housing in Boston Brown: Exploring the Frontiers of Policing Reengineering Organizations: What Strategic Managers Think and Do Acting in a Stream Conclusion: Acting for a Divided, Uncertain Society Ethical Challenges of Public Leadership Psychological Challenges of Public Leadership Notes Index
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Journal ArticleDOI
TL;DR: The digital-era governance (DEG) movement as mentioned in this paper aims to reintegrate functions into the governmental sphere, adopting holistic and needs-oriented structures, and progressing digitalization of administrative processes.
Abstract: The "new public management" (NPM) wave in public sector organizational change was founded on themes of disaggregation, competition, and incentivization. Although its effects are still working through in countries new to NPM, this wave has now largely stalled or been reversed in some key "leading-edge" countries. This ebbing chiefly reflects the cumulation of adverse indirect effects on citizens' capacities for solving social problems because NPM has radically increased institutional and policy complexity. The character of the post-NPM regime is currently being formed. We set out the case that a range of connected and information technology-centered changes will be critical for the current and next wave of change, and we focus on themes of reintegration, needs-based holism, and digitization changes. The overall movement incorporating these new shifts is toward "digital-era governance" (DEG), which involves reintegrating functions into the governmental sphere, adopting holistic and needs-oriented structures, and progressing digitalization of administrative processes. DEG offers a perhaps unique opportunity to create self-sustaining change, in a broad range of closely connected technological, organizational, cultural, and social effects. But there are alternative scenarios as to how far DEG will be recognized as a coherent phenomenon and implemented successfully.

1,586 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present a conceptual framework for understanding the emerging role of user and community coproduction and present several case studies that illustrate how diff erent forms of coproduce have played out in practice.
Abstract: In recent years, there has been a radical reinterpretation of the role of policy making and service delivery in the public domain. Policy making is no longer seen as a purely top-down process but rather as a negotiation among many interacting policy systems. Similarly, services are no longer simply delivered by professional and managerial staff in public agencies but are coproduced by users and their communities. Th is article presents a conceptual framework for understanding the emerging role of user and community coproduction and presents several case studies that illustrate how diff erent forms of coproduction have played out in practice. Traditional conceptions of service planning and management are now outdated and need to be revised to account for coproduction as an integrating mechanism and an incentive for resource mobilization — a potential that is still greatly underestimated. However, coproduction in the context of multipurpose, multistakeholder networks raises important public governance issues that have implications for public services reform.

1,425 citations


Cites background from "Creating public value : strategic m..."

  • ...Examples include word-of-mouth pressure by fellow citizens to encourage reluctant parents to participate in immunization campaigns ( Moore 1995 ) and the peer pressure of other residents to cooperate and comply with regulations ( Alford 2002 ), such as land-use planning controls....

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Journal ArticleDOI
TL;DR: In this paper, three approaches to innovation in the public sector in the post war period are identified and analysed for their implications for policy-makers, managers and citizens, and various relationships are identified between innovation and improvement in public services.
Abstract: Three approaches to innovation in the public sector in the post war period are identified and analysed for their implications for policy-makers, managers and citizens. Various relationships are identified between innovation and improvement in public services. The traditional bias of the literature that innovation is necessarily functional is undermined. Important lessons for policy, practice and research include the need to develop an understanding of innovation which is not over-reliant on the private sector manufacturing literature but reflects the distinctive contexts and purposes of the public sector.

855 citations


Cites background from "Creating public value : strategic m..."

  • ...By contrast, the drivers in the public sector are to achieve widespread improvements in governance and service performance, including efficiencies, in order to increase public value (Moore, 1995)....

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  • ...…managers, working within the organizational form of a bureaucracy, act either as ‘clerks’ (impassive officials implementing political will) or ‘martyrs’ (holding private views about the wisdom or necessity of action but continuing to implement political decisions without comment) (Moore, 1995)....

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  • ...But they are also expected to be responsive to more or less constant political guidance and feedback (Moore, 1995, p. 299)....

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  • ...These public managers, working within the organizational form of a bureaucracy, act either as ‘clerks’ (impassive officials implementing political will) or ‘martyrs’ (holding private views about the wisdom or necessity of action but continuing to implement political decisions without comment) (Moore, 1995)....

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Journal ArticleDOI
TL;DR: In this article, the authors examine the emerging approach by reviewing new public management and contrasting this with a public value paradigm, providing the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.
Abstract: Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy-making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers.

831 citations


Cites background or methods from "Creating public value : strategic m..."

  • ...Moreover they must be prepared to adapt and reposition their organizations in their political and task environments in addition to simply ensuring their continuity (Moore 1995:55)....

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  • ...More recently Stoker, drawing heavily on Moore (1995) and Kelly, Mulgan and Muers (2002), sought to articulate a public value management model, an ‘alternative paradigm’ or an ‘overarching framework’ for post-competitive, collaborative network forms of governance (Stoker 2006:41)....

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  • ...This approach, first articulated by Moore (1994; 1995) represents a way of thinking which is both post-bureaucratic and post-competitive allowing us to move beyond the narrow market versus government failure approaches which were so dominant in the NPM era (Hefetz and Warner 2004)....

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  • ...…academic circles (Alford 2002; Bovaird 2004; Bozeman 2002; Carmeli and Kemmet 2006; Hartley 2005; Hefetz and Warner 2004; Horner and Hazel 2005; Kelly, Mulgan and Muers 2002; Moore 1994, 1995; Moore and Braga 2004; Pinnock 2006; Smith 2004; Smith Anderson and Teicher 2004; Stoker 2006)....

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  • ...Public value creation is said to rely on the politically-mediated expression of collectively determined preferences, that is, what the citizenry determines is valuable (Alford 2002; Kelly, Mulgan and Muers 2002; Moore 1995)....

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Journal ArticleDOI
TL;DR: A new public administration movement is emerging to move beyond traditional public administration and New Public Management as discussed by the authors, which is a response to the challenges of a networked, multisector, no-one-wholly-in-charge world and to the shortcomings of previous public administration approaches.
Abstract: A new public administration movement is emerging to move beyond traditional public administration and New Public Management. The new movement is a response to the challenges of a networked, multisector, no-one-wholly-in-charge world and to the shortcomings of previous public administration approaches. In the new approach, values beyond efficiency and effectiveness—and especially democratic values—are prominent. Government has a special role to play as a guarantor of public values, but citizens as well as businesses and nonprofit organizations are also important as active public problem solvers. The article highlights value-related issues in the new approach and presents an agenda for research and action to be pursued if the new approach is to fulfill its promise.

782 citations