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"O'Toole, Laurence J., 1948-"
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Public management : organizations, governance, and performance
\"How effective are public managers as they seek to influence how public organizations deliver policy results? How, and how much, is management related to the performance of public programs? What aspects of management can be distinguished? Can their separable contributions to performance be estimated? The fate of public policies in today's world lies in the hands of public organizations, which in turn are often intertwined with others in latticed patterns of governance. Collectively, these organizations are expected to generate performance in terms of policy outputs and outcomes. In this book, two award-winning researchers investigate the effectiveness of management in the public sector. Firstly, they develop a systematic theory on how effective public managers are in shaping policy results. The rest of the book then tests this theory against a wide range of evidence, including a data set of 1,000 public organizations\"-- Provided by publisher.
Public Management
by
O'Toole, Jr, Laurence J.
,
Meier, Kenneth J.
in
Administrative agencies
,
Administrative agencies -- Management
,
Governance
2011,2012
How effective are public managers as they seek to influence how public organizations deliver policy results? How, and how much, is management related to the performance of public programs? What aspects of management can be distinguished? Can their separable contributions to performance be estimated? The fate of public policies in today's world lies in the hands of public organizations, which in turn are often intertwined with others in latticed patterns of governance. Collectively, these organizations are expected to generate performance in terms of policy outputs and outcomes. In this book, two award-winning researchers investigate the effectiveness of management in the public sector. Firstly, they develop a systematic theory on how effective public managers are in shaping policy results. The rest of the book then tests this theory against a wide range of evidence, including a data set of 1,000 public organizations.
كتاب كامبردج في الإدارة العامة : المنظمات والحوكمة والأداء
by
O'Toole, Laurence J., 1948- مؤلف
,
Meier, Kenneth J., 1950- مؤلف
,
الخزامي، عبد الحكم أحمد مترجم
in
الإدارة العامة
,
الإدارة المحلية
,
المنظمات إدارة
2013
هذا الكتاب من تأليف اثنين من القادة الأكاديميين في مجال الإدارة العامة وعلى المستوى العالمي، يتناول المشكلات المعاصرة والتي أهمها التشبيك الإداري وجودة الإدارة واستقرار المستخدمين في المنظمات العامة، يقدم نظرية نظامية تتناول مدى فاعلية المديرين في المنظمات العامة لتحسين الأداء وتفعيل السياسات العامة، يوفر مجموعة من المفاهيم في صورة مبسطة ولكنها عميقة لتوضيح العلاقة المعقدة بين الداء والإدارة والحوكمة لتشكيل السياسات والبرامج العامة، تسير فصول الكتاب في اختبار هذه النظرية الجديدة ويتضمن تجميع وتحليل بيانات أكثر من ألف منظمة عامة على مدى أكثر من عقد من الزمن، مصير السياسات والبرامج العامة في عالم اليوم هي الآن في أيدي المنظمات العامة وهذا الكتاب لا غنى عنه للأكاديميين والدراسين والممارسين في حقل الإدارة العامة.
Bureaucracy in a democratic state : a governance perspective
2006
Here, Kenneth J. Meier and Laurence J. O'Toole Jr. present a timely analysis of working democracy, arguing that bureaucracy-often considered antithetical to fundamental democratic principles-can actually promote democracy. Drawing from both the empirical work of political scientists and the qualitative work of public administration scholars, the authors employ a \"governance approach\" that considers broad, institutionally complex systems of governance as well as the nitty-gritty details of bureaucracy management. They examine the results of bureaucratic and political interactions in specific government settings, locally and nationally, to determine whether bureaucratic systems strengthen or weaken the connections between public preferences and actual policies. They find that bureaucracies are part of complex intergovernmental and interorganizational networks that limit a single bureaucracy's institutional control over the implementation of public policy. Further, they conclude that top-down political control of bureaucracy has only modest impact on the activities of bureaucracy in the U.S. and that shared values and commitments to democratic norms, along with political control, produce a bureaucracy that is responsive to the American people.