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Program Outline

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    • Introduction

      • Purposes

      • Sources and Methods

      • Tests

  • Part I. Envisioning Public Value

    • 1. Managerial Imagination

      • The Town Librarian and the Latchkey Children

      • Public Managers and Public Management

      • An Alternative Approach to Public Administration

    • 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

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