This volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government. It examines specific performance management strategies, including those dealing with quality, employee motivation, and privatization.
This volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government. It examines specific performance management strategies, including those dealing with quality, employee motivation, and privatization.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Richard Kearney is professor and chair of the Department of Political Science at East Carolina University. He has served as director of the Institute of Public and Urban Affairs and master of the public affairs program at the University of Connecticut, and was a faculty member at the University of South Carolina and the University of Northern Iowa. Evan Berman is a faculty member in the Department of Public Administration at the University of Central Florida. He has previously taught at the University of Miami, and has served as a policy analyst for the National Science Foundation.
Inhaltsangabe
Introduction Part 1 Performance Foundations Productivity and the Process of Organizational Improvement A Capacity Building Framework The Deadly Sins in Public Administration Humanizing Public Administration Initiating Change that Perseveres Turnaround at the Alabama Rehabilitation Agency Common Barriers to Productivity Improvement in Local Government Recognizing Management Technique Dysfunctions Part 2 Performance Strategies Municipal Management Tools from 1976 to 1993 Putting a Powerful Tool to Practical Use Reorganizations and Reforms MBO in State Government Motivational Programs and Productivity Improvement in Times of Limited Resources A Technique for Controlling Quality Adapting Total Quality Management (TQM) to Government Computer Technology and Productivity Improvement Organizational Decline and Cutback Management An Empirical Study of Competition in Municipal Service Delivery Part 3 Performance Measurement Excellence in Public Service How Do You Really Know? The Self Evaluating Organization Program Evaluation and Program Management Performance Measurement Principles and Techniques Measuring State and Local Government Performance Developing Performance Indicators for the Pennsylvania Department of Transportation
Introduction Part 1 Performance Foundations Productivity and the Process of Organizational Improvement A Capacity Building Framework The Deadly Sins in Public Administration Humanizing Public Administration Initiating Change that Perseveres Turnaround at the Alabama Rehabilitation Agency Common Barriers to Productivity Improvement in Local Government Recognizing Management Technique Dysfunctions Part 2 Performance Strategies Municipal Management Tools from 1976 to 1993 Putting a Powerful Tool to Practical Use Reorganizations and Reforms MBO in State Government Motivational Programs and Productivity Improvement in Times of Limited Resources A Technique for Controlling Quality Adapting Total Quality Management (TQM) to Government Computer Technology and Productivity Improvement Organizational Decline and Cutback Management An Empirical Study of Competition in Municipal Service Delivery Part 3 Performance Measurement Excellence in Public Service How Do You Really Know? The Self Evaluating Organization Program Evaluation and Program Management Performance Measurement Principles and Techniques Measuring State and Local Government Performance Developing Performance Indicators for the Pennsylvania Department of Transportation
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