The Oxford Handbook of Public Management

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Ewan Ferlie, Laurence E. Lynn, Christopher Pollitt
Oxford University Press, 2005 - Political Science - 789 pages
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The public sector continues to play a strategic role across the world. The last thirty years have seen major shifts in approaches to public sector management in many different countries. There is also a fierce debate across academic disciplines about contemporary public administration/management: some advocate the use of more managerialist approaches; while others critique them. New functions have also arisen in the public sector, such as evaluation or management consulting, which require analysis. There is a renewed need for an analysis of contemporary public sector organizations, which are changing rapidly before our eyes. This it is time for an authoritative assessment of the major trends in public management, embracing both their intended and unintended effects. This handbook brings together leading international scholars to comment on key current issues. The individual chapters include a mix of broad overviews, in depth exploration of particular thematic areas and analyses of different theoretical perspectives such as political science, management, sociology, and economics. The authors have been given sufficient space to develop their distinctive arguments. The editors provide an overall concluding chapter. The Handbook combines scholarly rigor, engaging writing from senior authors and high policy relevance. It will be relevant to advanced students, researchers and reflective public sector practitioners.
 

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Contents

PUBLIC MANAGEMENT THE WORD THE MOVEMENT THE SCIENCE
7
PUBLIC MANAGEMENT A CONCISE HISTORY OF THE FIELD
27
BUREAUCRACY IN THE TWENTYFIRST CENTURY
51
PUBLIC AND PRIVATE MANAGEMENT COMPARED
72
PUBLIC MANAGEMENT DEMOCRACY AND POLITICS
103
THEORETICAL AND DISCIPLINARY PERSPECTIVES
131
LAW AND PUBLIC ADMINISTRATION
133
PUBLIC MANAGEMENT AS ETHICS
156
EGOVERNMENT A CHALLENGE FOR PUBLIC MANAGEMENT
398
PROFESSIONALS IN PUBLIC SERVICES ORGANIZATIONS IMPLICATIONS FOR PUBLIC SECTOR REFORMING
422
RETHINKING LEADERSHIP IN PUBLIC ORGANIZATIONS
446
ORGANIZATIONAL CULTURES IN THE PUBLIC SERVICES
468
PERFORMANCE MANAGEMENT
491
FUNCTIONAL AREAS
519
STRIVING FOR BALANCE REFORMS IN HUMAN RESOURCE MANAGEMENT
521
PUBLIC SERVICE QUALITY IMPROVEMENT
537

PUBLIC ACCOUNTABILITY
182
ECONOMIC PERSPECTIVES ON PUBLIC ORGANIZATIONS
209
POSTMODERN PUBLIC ADMINISTRATION
234
NETWORKS AND INTERORGANIZATIONAL MANAGEMENT CHALLENGING STEERING EVALUATION AND THE ROLE OF PUBLIC AC...
257
WHATEVER HAPPENED TO PUBLIC ADMINISTRATION? GOVERNANCE GOVERNANCE EVERYWHERE
282
VIRTUAL ORGANIZATIONS
305
THE THEORY OF THE AUDIT EXPLOSION
326
EXPLORING CURRENT PUBLIC POLICY AND MANAGEMENT THEMES
345
PUBLICPRIVATE PARTNERSHIPS AND HYBRIDITY
347
DECENTRALIZATION
371
BUDGET AND ACCOUNTING REFORMS
563
NGOS AND CONTRACTING
591
EVALUATION AND PUBLIC MANAGEMENT
615
NATIONAL AND INTERNATIONAL COMPARISONS
641
INTERNATIONAL PUBLIC MANAGEMENT
643
MANAGEMENT CONSULTANCY
671
CHANGE AND CONTINUITY IN THE CONTINENTAL TRADITION OF PUBLIC MANAGEMENT
695
AFTERWORD
720
INDEX
731
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About the author (2005)

Ewan Ferlie has previously worked at the Personal Social Services Research Unit, University of Kent (1979-1986) and then the Centre for Corporate Strategy and Change, Warwick Business School (1986-1997), University of Warwick. He was awarded a personal chair there in 1996. Between 1997 and2003, he was a Professor at Imperial College Business School, London, and joined the School of Management, Royal Holloway University of London as Professor and Head of Department in autumn 2003. He is also Director of the Centre of Public Services Organisations there. He has also been a nonexecutive member on Warwickshire Health Authority. Laurence E. Lynn Jr. graduated from the University of California at Berkeley, after which he undertook doctoral study at Yale University, where he was awarded a Ph.D. in economics, and a stint in the U.S. Army, Lynn held various policy making and budgeting positions in the U.S. Federal Government,including Deputy Assistant Secretary of Defense, Director of Program Analysis at the National Security Council, Assistant Secretary of Health, Education, and Welfare, and Assistant Secretary of Interior. His academic career has included positions at Stanford University's Graduate School of Business,Harvard University's John F. Kennedy School of Government, the University of Chicago's School of Social Service Administration and Harris Graduate School of Public Policy Studies, and the Bush School of Government and Public Service, Texas AandM University, where he is George H. W. Bush Chair andProfessor of Public Affairs. Christopher Pollitt began his working life as a civil servant in Whitehall, where he worked in policy divisions and as a private secretary to two ministers. Subsequently pursued an academic career, including periods at the Open University (1975-1990) and as Head of Department and Dean at BrunelUniversity, West London (1990-1999). Since 1999 he has been Professor of Public Management at Erasmus University Rotterdam. Pollitt has also served as Editor of the international journal Public Administration (1980-1989), President of the European Evaluation Society (1996-98) and ScientificDirector of the Netherlands Institute of Government (since 2004). He has carried out consultancy and advice work for many governmental organizations, including the European Commission, the OECD and the World Bank. His special research interests lie in comparative public management and in programmeevaluation and performance audit.

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