000			03376nam a2200613Ka 4500
001			99420
005			20230410121011.0
006			m d
007			cr un||||a|a||
008			100824s1995 maua ob o01 0 eng d
035			_a(OCoLC)ocn658150974
040			_aOCLCE _beng _cOCLCE
020			_z0674175573 (alk. paper)
020			_z9780674175570 (alk. paper)
020			_z0674175581 (pbk.)
020			_z9780674175587 (pbk.)
035			_a(OCoLC)658150974
050	1	4	_aJF1525.E8 _bM821c 1995
082	0	4	_a353.007/2 _220
082	0	4	_a352.34 _222
084			_a88.20 _2bcl
084			_a85.10 _2bcl
084			_aUNOG 350 M823 _2z
100	1		_aMoore, Mark Harrison.
245	1	0	_aCreating public value _h[electronic resource] : _bstrategic management in government / _cMark H. Moore.
260			_aCambridge, Mass. : _bHarvard University Press, _c1995.
300			_axiii, 402 p. : _bill. ; _c25 cm.
504			_aIncludes bibliographical references (p. [311]-395) and index.
505	0		_a1. Managerial Imagination -- Pt. I. Envisioning Public Value. 2. Defining Public Value. 3. Organizational Strategy in the Public Sector -- Pt. II. Building Support and Legitimacy. 4. Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management. 5. Advocacy, Negotiation, and Leadership: The Techniques of Political Management -- Pt. III. Delivering Public Value. 6. Reengineering Public Sector Production: The Function of Operational Management. 7. Implementing Strategy: The Techniques of Operational Management -- Conclusion: Acting for a Divided, Uncertain Society.
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 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?
588			_aDescription based on print version record.
650		0	_aCivil service ethics.
650		0	_aGovernment executives.
650		0	_aPublic administration.
650		0	_aStrategic planning.
653	0		_aGovernment _aFinance
653	0		_aUnited States
650		4	_aEjecutivos del estado.
650	1	7	_aOverheidsmanagement. _2gtt
650	1	7	_aAmbtenaren. _2gtt
650	1	7	_aStrategisch management. _2gtt
650		7	_aCIVIL SERVICE _2unbist
650		7	_aPUBLIC ADMINISTRATION _2unbist
650		7	_aETHICS _2unbist
650		7	_aMORAL ASPECTS _2unbist
650	0	7	_aOffentliches Unternehmen _2swd
650	0	7	_aManagement _2swd
651		7	_aUSA _2swd
776	1		_cOriginal _w(DLC) 95018074 _w(OCoLC)32430598
856	4	0	_3Google _uhttp://books.google.com/books?id=d1WFAAAAMAAJ
942			_2lcc _cbk
946			_aFHM
994			_aC0 _bDRFGD
999			_c55973 _d55973