Ewan Ferlie
The Oxford Handbook of Public Management
Herausgegeben von Ferlie, Ewan; Lynn Jr., Laurence E.; Pollitt, Christopher
Ewan Ferlie
The Oxford Handbook of Public Management
Herausgegeben von Ferlie, Ewan; Lynn Jr., Laurence E.; Pollitt, Christopher
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This Handbook brings together leading international scholars to comment on key current issues in Public Management. 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.
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This Handbook brings together leading international scholars to comment on key current issues in Public Management. 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.
Produktdetails
- Produktdetails
- Oxford Handbooks in Business and Management C
- Verlag: Oxford University Press
- Seitenzahl: 808
- Erscheinungstermin: 16. August 2007
- Englisch
- Abmessung: 244mm x 174mm x 41mm
- Gewicht: 1377g
- ISBN-13: 9780199226443
- ISBN-10: 019922644X
- Artikelnr.: 22988395
- Oxford Handbooks in Business and Management C
- Verlag: Oxford University Press
- Seitenzahl: 808
- Erscheinungstermin: 16. August 2007
- Englisch
- Abmessung: 244mm x 174mm x 41mm
- Gewicht: 1377g
- ISBN-13: 9780199226443
- ISBN-10: 019922644X
- Artikelnr.: 22988395
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 and 2003, 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 non executive member on Warwickshire Health Authority. He is now Head of Department at the School of Management, King's College London. 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, and the University of Chicago's School of Social Service Administration and Harris Graduate School of Public Policy Studies, where he is the Sydney Stein, Jr. Professor of Public Management Emeritus. 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 Brunel University, West London (1990-1999). He is now BOF/ZAP Research Professor of Public Management at the Public Management Institute of the University of Leuven. Pollitt has also served as Editor of the international journal Public Administration (1980-1989), President of the European Evaluation Society (1996-98) and Scientific Director 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 programme evaluation and performance audit.
* Introductory Remarks
* Section I: Basic Frameworks
* 1: Christopher Hood: Public Management: The Word, The Movement, The
Science
* 2: Laurence E. Lynn Jr.: Public Management: A Concise History of the
Field
* 3: Kenneth J. Meier: Bureaucracy in the 21st Century
* 4: Hal G. Rainey and Young Han Chun: Public and Private Management
Compared
* 5: Linda deLeon: Public Management, Democracy, and Politics
* Section II: Theoretical and Disciplinary Perspectives
* 6: Anthony Bertelli: Law and Public Administration
* 7: J. Patrick Dobel: Public Management as Ethics
* 8: Mark Bovens: Public Accountability
* 9: Aidan R. Vining and David L. Weimer: Economic Perspectives on
Public Organizations
* 10: Peter Bogason: Postmodern Public Administration
* 11: Erik-Hans Klijn: Networks and Interorganizational Management:
Challenging, Steering, Evaluation, and the Role of Public Actors in
Public Management
* 12: H. George Frederickson: Whatever Happened to Public
Administration? Governance, Governance Everywhere?
* 13: Helen Margetts: Virtual Organizations
* 14: Michael Power: The Audit Explosion
* Section III: Exploring Current Public Policy and Management Themes
* 15: Chris Skelcher: Public-Private Partnerships and Hybridity
* 16: Christopher Pollitt: Decentralization: A Central Concept in
Contemporary Public Management
* 17: Ignace Snellen: E-Government: A Challenge for Public Management
* 18: Ewan Ferlie and Keith J. Geraghty: Professionals in Public
Services Organizations: Implications for Public Sector 'Reforming'
* 19: Jean-Louis Denis, Ann Langley, and Linda Rouleau: Rethinking
Leadership in Public Organizations
* 20: Robert Dingwall and Tim Strangleman: Organizational Cultures in
the Public Services
* 21: Colin Talbot: Performance
* Section IV: Functional Areas
* 22: Patricia W. Ingraham: Striving for Balance: Reforms in Human
Resource Management
* 23: John Øvretveit: Public Service Quality
* 24: Irene Rubin and Joanne Kelly: Budget amd Accounting Reforms
* 25: Steven Rathgeb Smith: NGOs and Contracting
* 26: Peter Dahler-Larsen: Evaluation and Public Management
* Section V: National and International Comparisons
* 27: David Mathiasen: International Public Management
* 28: Denis Saint Martin: Management Consultancy
* 29: Isabella Proeller and Kuno Schedler: Change and Continuity in the
Continental Tradition of Public Management
* Afterword
* Section I: Basic Frameworks
* 1: Christopher Hood: Public Management: The Word, The Movement, The
Science
* 2: Laurence E. Lynn Jr.: Public Management: A Concise History of the
Field
* 3: Kenneth J. Meier: Bureaucracy in the 21st Century
* 4: Hal G. Rainey and Young Han Chun: Public and Private Management
Compared
* 5: Linda deLeon: Public Management, Democracy, and Politics
* Section II: Theoretical and Disciplinary Perspectives
* 6: Anthony Bertelli: Law and Public Administration
* 7: J. Patrick Dobel: Public Management as Ethics
* 8: Mark Bovens: Public Accountability
* 9: Aidan R. Vining and David L. Weimer: Economic Perspectives on
Public Organizations
* 10: Peter Bogason: Postmodern Public Administration
* 11: Erik-Hans Klijn: Networks and Interorganizational Management:
Challenging, Steering, Evaluation, and the Role of Public Actors in
Public Management
* 12: H. George Frederickson: Whatever Happened to Public
Administration? Governance, Governance Everywhere?
* 13: Helen Margetts: Virtual Organizations
* 14: Michael Power: The Audit Explosion
* Section III: Exploring Current Public Policy and Management Themes
* 15: Chris Skelcher: Public-Private Partnerships and Hybridity
* 16: Christopher Pollitt: Decentralization: A Central Concept in
Contemporary Public Management
* 17: Ignace Snellen: E-Government: A Challenge for Public Management
* 18: Ewan Ferlie and Keith J. Geraghty: Professionals in Public
Services Organizations: Implications for Public Sector 'Reforming'
* 19: Jean-Louis Denis, Ann Langley, and Linda Rouleau: Rethinking
Leadership in Public Organizations
* 20: Robert Dingwall and Tim Strangleman: Organizational Cultures in
the Public Services
* 21: Colin Talbot: Performance
* Section IV: Functional Areas
* 22: Patricia W. Ingraham: Striving for Balance: Reforms in Human
Resource Management
* 23: John Øvretveit: Public Service Quality
* 24: Irene Rubin and Joanne Kelly: Budget amd Accounting Reforms
* 25: Steven Rathgeb Smith: NGOs and Contracting
* 26: Peter Dahler-Larsen: Evaluation and Public Management
* Section V: National and International Comparisons
* 27: David Mathiasen: International Public Management
* 28: Denis Saint Martin: Management Consultancy
* 29: Isabella Proeller and Kuno Schedler: Change and Continuity in the
Continental Tradition of Public Management
* Afterword
* Introductory Remarks
* Section I: Basic Frameworks
* 1: Christopher Hood: Public Management: The Word, The Movement, The
Science
* 2: Laurence E. Lynn Jr.: Public Management: A Concise History of the
Field
* 3: Kenneth J. Meier: Bureaucracy in the 21st Century
* 4: Hal G. Rainey and Young Han Chun: Public and Private Management
Compared
* 5: Linda deLeon: Public Management, Democracy, and Politics
* Section II: Theoretical and Disciplinary Perspectives
* 6: Anthony Bertelli: Law and Public Administration
* 7: J. Patrick Dobel: Public Management as Ethics
* 8: Mark Bovens: Public Accountability
* 9: Aidan R. Vining and David L. Weimer: Economic Perspectives on
Public Organizations
* 10: Peter Bogason: Postmodern Public Administration
* 11: Erik-Hans Klijn: Networks and Interorganizational Management:
Challenging, Steering, Evaluation, and the Role of Public Actors in
Public Management
* 12: H. George Frederickson: Whatever Happened to Public
Administration? Governance, Governance Everywhere?
* 13: Helen Margetts: Virtual Organizations
* 14: Michael Power: The Audit Explosion
* Section III: Exploring Current Public Policy and Management Themes
* 15: Chris Skelcher: Public-Private Partnerships and Hybridity
* 16: Christopher Pollitt: Decentralization: A Central Concept in
Contemporary Public Management
* 17: Ignace Snellen: E-Government: A Challenge for Public Management
* 18: Ewan Ferlie and Keith J. Geraghty: Professionals in Public
Services Organizations: Implications for Public Sector 'Reforming'
* 19: Jean-Louis Denis, Ann Langley, and Linda Rouleau: Rethinking
Leadership in Public Organizations
* 20: Robert Dingwall and Tim Strangleman: Organizational Cultures in
the Public Services
* 21: Colin Talbot: Performance
* Section IV: Functional Areas
* 22: Patricia W. Ingraham: Striving for Balance: Reforms in Human
Resource Management
* 23: John Øvretveit: Public Service Quality
* 24: Irene Rubin and Joanne Kelly: Budget amd Accounting Reforms
* 25: Steven Rathgeb Smith: NGOs and Contracting
* 26: Peter Dahler-Larsen: Evaluation and Public Management
* Section V: National and International Comparisons
* 27: David Mathiasen: International Public Management
* 28: Denis Saint Martin: Management Consultancy
* 29: Isabella Proeller and Kuno Schedler: Change and Continuity in the
Continental Tradition of Public Management
* Afterword
* Section I: Basic Frameworks
* 1: Christopher Hood: Public Management: The Word, The Movement, The
Science
* 2: Laurence E. Lynn Jr.: Public Management: A Concise History of the
Field
* 3: Kenneth J. Meier: Bureaucracy in the 21st Century
* 4: Hal G. Rainey and Young Han Chun: Public and Private Management
Compared
* 5: Linda deLeon: Public Management, Democracy, and Politics
* Section II: Theoretical and Disciplinary Perspectives
* 6: Anthony Bertelli: Law and Public Administration
* 7: J. Patrick Dobel: Public Management as Ethics
* 8: Mark Bovens: Public Accountability
* 9: Aidan R. Vining and David L. Weimer: Economic Perspectives on
Public Organizations
* 10: Peter Bogason: Postmodern Public Administration
* 11: Erik-Hans Klijn: Networks and Interorganizational Management:
Challenging, Steering, Evaluation, and the Role of Public Actors in
Public Management
* 12: H. George Frederickson: Whatever Happened to Public
Administration? Governance, Governance Everywhere?
* 13: Helen Margetts: Virtual Organizations
* 14: Michael Power: The Audit Explosion
* Section III: Exploring Current Public Policy and Management Themes
* 15: Chris Skelcher: Public-Private Partnerships and Hybridity
* 16: Christopher Pollitt: Decentralization: A Central Concept in
Contemporary Public Management
* 17: Ignace Snellen: E-Government: A Challenge for Public Management
* 18: Ewan Ferlie and Keith J. Geraghty: Professionals in Public
Services Organizations: Implications for Public Sector 'Reforming'
* 19: Jean-Louis Denis, Ann Langley, and Linda Rouleau: Rethinking
Leadership in Public Organizations
* 20: Robert Dingwall and Tim Strangleman: Organizational Cultures in
the Public Services
* 21: Colin Talbot: Performance
* Section IV: Functional Areas
* 22: Patricia W. Ingraham: Striving for Balance: Reforms in Human
Resource Management
* 23: John Øvretveit: Public Service Quality
* 24: Irene Rubin and Joanne Kelly: Budget amd Accounting Reforms
* 25: Steven Rathgeb Smith: NGOs and Contracting
* 26: Peter Dahler-Larsen: Evaluation and Public Management
* Section V: National and International Comparisons
* 27: David Mathiasen: International Public Management
* 28: Denis Saint Martin: Management Consultancy
* 29: Isabella Proeller and Kuno Schedler: Change and Continuity in the
Continental Tradition of Public Management
* Afterword