Provides a systematic theory and evidence-based answers to the question of how effective public managers are in shaping policy results.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Laurence J. O'Toole, Jr is the Margaret Hughes and Robert T. Golembiewski Professor of Public Administration and Distinguished Research Professor at the University of Georgia. He also holds an academic appointment as professor in the Faculty of Management and Governance at Twente University in the Netherlands.
Inhaltsangabe
List of figures List of tables Preface 1. Public management and performance: an evidence-based perspective 2. A model of public management and a source of evidence 3. Public management in interdependent settings: networks, managerial networking and performance 4. Managerial quality and performance 5. Internal management and performance: stability, human resources and decision making 6. Nonlinearities in public management: the role of managerial capacity and organizational buffering 7. Public management in intergovernmental networks: matching structural networks and managerial networking 8. Public management and performance: what we know, and what we need to know Glossary References Index.
List of figures List of tables Preface 1. Public management and performance: an evidence-based perspective 2. A model of public management and a source of evidence 3. Public management in interdependent settings: networks, managerial networking and performance 4. Managerial quality and performance 5. Internal management and performance: stability, human resources and decision making 6. Nonlinearities in public management: the role of managerial capacity and organizational buffering 7. Public management in intergovernmental networks: matching structural networks and managerial networking 8. Public management and performance: what we know, and what we need to know Glossary References Index.
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