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Managing Public Organizations
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Managing Public Organizations
Lessons from Contemporary European Experience

Edited by:


September 1987 | 288 pages | SAGE Publications Ltd
Managing Public Organizations presents the case for the development of public management and indicates the directions it should take. It reviews the progress of new management initiatives in the European public sphere; examines the role of the public manager and the organization of public bodies; and considers the potential for change.

The contributors reject the notion that there are formulas for management innovation or that general rules from private sector management can be applied. They emphasize the need to develop a concept of management that is appropriate for public organizations.

 
Preface
Kjell A Eliassen and Jan Kooiman
Introduction
 
PART ONE: WHAT IS PUBLIC MANAGEMENT?
A J G M Bekke
Public Management in Transition
Lewis Gunn
Perspectives on Public Management
Jan-Erik Lane
Public and Private Leadership
Les Metcalfe and Sue Richards
Evolving Public Management Cultures
 
PART TWO: THE PUBLIC MANAGER
Torodd Strand
Bureaucrats or Contingent Actors?
Marc Buelens and Bon van Hooland
The Public Manager as Decision-maker
Gerard Gerding and Reinoud F Sevenhuijsen
Public Managers in the Middle
Hans-Ulrich Derlien
Public Managers and Politics
 
PART THREE: MANAGING PUBLIC ORGANIZATIONS
Morten Egeberg
Designing Public Organizations
Hans Weggemans
Personnel and Public Management
Heinrich Reinermann
Information and Public Management
Torben Beck Jorgensen
Financial Management in the Public Sector
 
PART FOUR: THE FUTURE OF PUBLIC MANAGEMENT
Carl B[um]ohret
The Tools of Public Management
Ole P Kristensen
Privatization
Kjell A Eliassen and Jan Kooiman
Opportunities for Public Management

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