The Effective Public Manager E-Book

Steven Cohen

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Veröffentlichungsjahr: 2013

Beschreibung

The Effective Public Manager

Thoroughly revised and updated, the fifth edition of The Effective Public Manager offers public administrators and students a classic resource and a highly-accessible guide to the fundamentals of leading and managing public organizations. In this new edition the authors cover the key areas of the field and present in-depth analysis through the strategic use of fresh case studies and real-world examples. The book is designed to give real-world managers and aspiring managers the information and tools needed to meet the demands of their jobs directly rather than working around the constraints of government. The Effective Public Manager offers a proven approach to implementing efficient management tools in a dynamic political, organizational, economic, and technological context.

New to this edition

• Information on the transformation of media, both traditional and social
• An analysis of the changing nature of work and privatization trends
• An examination of national security and the current thinking regarding accountability, transparency, and crisis communication
• An online instructor’s guide, which includes discussion questions and updated PowerPoint slides

Leseprobe

Contents

Cover

Title

Copyright

Dedication

Preface

Acknowledgments

The Authors

Chapter One: The Perpetual Crisis in Public Management

The Current Crisis Defined

Government’s Response to the Crisis of Confidence

The National Performance Review

The Challenges of the Performance-Based Movement

Chapter Two: Defining Effective Public Management

The Bumbling Bureaucrat

Managing for Politicians

A Recipe for Failure

The Innovative, Effective Public Manager

Why Risk Taking Is Possible

The Need for Effective and Innovative Public Management

Chapter Three: How to Find and Keep Good People

Why Good People Are Hard to Hire

How to Find Good People

How to Hire the Good People You Have Found

How to Reward and Keep the Good People in Your Organization

How to Get Rid of Inadequate Staff Members

Effective Management and Staffing

Chapter Four: Developing Effective Working Relationships

How to Satisfy the Demands of Superiors, Peers, and Subordinates

How to Keep Your Boss Relatively Happy

How to Keep Your Staff Relatively Happy

Communicating in Partnerships and Networks

Chapter Five: Structuring Systems, Tasks, and Responsibilities

How the Organization’s Structure Can Help Managers Manage

What Reorganization Should Accomplish and When It Is Worth the Effort

How to Maintain Control Without Suffocating Staff Members

How to Break Down Projects into Manageable Tasks

How to Make Sure Task Assignments Are Fair and Reasonable

How to Ensure That Work Is Assigned to the Right People, Gets Done, and Gets Done Well

Chapter Six: Understanding and Applying Innovation Strategies in the Public Sector

The Concept of Public Sector Management Innovation

Techniques of Management Innovation

Integrating and Using Techniques of Public Management Innovation

Ensuring the Successful Adoption of Innovation Strategies

Chapter Seven: The Art and Craft of Contracting

Skills Needed to Manage Contracts and Contractors

Obtaining and Deploying the Skills Needed to Manage Contracts and Contractors

Implementing the Art and Craft of Contracting

Chapter Eight: Gathering, Organizing, and Using Information

How to Avoid Having Too Much of the Wrong Information and Not Enough of the Right Information

How to Project Information Needs

How to Influence the Flow of Information into Your Organization

How to Organize the Flow of Information Within Your Organization

How to Control and Improve the Description, Synthesis, and Analysis of Information

How to Control and Improve the Flow of Information from Your Organization

Chapter Nine: Mastering the Budgetary Process

The Role of Budgets in Innovative Management

How to Obtain Resources

Not Letting the Budget Process Box You In

How to Monitor the Use of Resources

How to Use the Budget to Influence Your Organization

Chapter Ten: Shaping Organizational Goals and Strategies

Why Strategy Is Important

How to Develop and Implement Strategy

How to Estimate What Your Organization Is Capable of Doing

The Role of Leadership in Strategy Implementation

How Strategy Can Help You Wake Up a Sleepy Organization

What to Do with the Work You Are Given

How to Ensure That Your Organization’s Work Is Ethical

Chapter Eleven: Communicating with the Media, Stakeholders, and the Public

Communication Resources You Should Have at Hand

How to Deal with Mass Media

How to Keep Legislatures, Overhead Agencies, and Interest Groups Satisfied

How to Stay in Touch and Out of Trouble with the Public

Chapter Twelve: Surviving and Thriving in Public Service

The Costs of Public Sector Careers

The Benefits of Public Sector Careers

Why Be a Risk-Taking Public Entrepreneur?

Can the Public Sector Succeed?

Concluding Thoughts: Toward a Profession of the Public Service

References

Additional Resources

Name Index

Subject Index

List of Tables

TABLE 6.1 COMPARISON OF INNOVATION TOOLS

Guide

Cover

Table of Contents

Begin Reading

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The Instructor’s Guide for the fifth edition of The Effective Public Manager is available for free online. If you would like to download and print out a copy of the guide, please visit: www.wiley.com/college/effectivepubmanager

Essential Texts for Public and Nonprofit Leadership and Management

The Handbook of Nonprofit Governance, by BoardSource

Strategic Planning for Public and Nonprofit Organizations, 4th Edition, by John M. Bryson

Handbook of Human Resources Management in Government, 3rd Edition, by Stephen E. Condrey (Ed.)

The Responsible Administrator, 6th Edition, by Terry L. Cooper

The Jossey-Bass Handbook of Nonprofit Leadership and Management, 3rd Edition, by David O. Renz, Robert D. Herman, and Associates (Eds.)

Benchmarking in the Public and Nonprofit Sectors, 2nd Edition, by Patricia Keehley et al.

The Ethics Challenge in Public Service, 3rd Edition, by Carol W. Lewis et al.

Managing Nonprofit Organizations, by Mary Tschirhart and Wolfgang Bielefeld

Social Media in the Public Sector: Participation, Collaboration and Transparency in the Networked World, by Ines Mergel

Meta-Analysis for Public Management and Policy, by Evan J. Ringquist

The Practitioner’s Guide to Governance as Leadership: Building High-Performing Nonprofit Boards, by Cathy A. Trower

Measuring Performance in Public and Nonprofit Organizations, by Theodore H. Poister

Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, 4th Edition, by Joan E. Pynes

Understanding and Managing Public Organizations, 4th Edition, by Hal G. Rainey

Fundraising Principles and Practice, by Adrian Sargeant, Jen Shang, and Associates

Hank Rosso’s Achieving Excellence in Fundraising, 3rd Edition, by Eugene R. Tempel, Timothy Seiler, and Eva Aldrich (Eds.)

Handbook of Practical Program Evaluation, 3rd Edition, by Joseph S. Wholey et al. (Eds.)

THE EFFECTIVE PUBLIC MANAGER

Achieving Success in Government Organizations

FIFTH EDITION

Steven Cohen

William Eimicke

Tanya Heikkila

Cover design by Michael Cook

Cover image © Aleksandar Velasevic

Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-Bass

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Library of Congress Cataloging-in-Publication Data

Cohen, Steven.

The effective public manager : achieving success in a changing government organizations/Steven Cohen, William Eimicke, and Tanya Heikkila. —Fifth edition.

pages cm

Includes bibliographical references and index.

ISBN 978-1-118-55593-4 (pbk.); ISBN 978-1-118-57328-0 (ebk); ISBN 978-1-118-57329-7 (ebk)

1. Public administration. I. Eimicke, William B. II. Heikkila, Tanya. III. Title.

JF1351.C574 2013

352.3—dc23

2013020773

FIFTH EDITION

To Donna, Karen, and Todd

PREFACE

The Need for a Fifth Edition

The first edition of The Effective Public Manager was published twenty-five years ago. It was, in part, a response to the relentless attack on government in the 1980s. The old adage that “everything changes, but everything stays the same” is an appropriate mantra for The Effective Public Manager. We have written a fifth edition of this book to focus on the current challenges that public managers face in the twenty-first century and the new tools available to meet those challenges.

In the third and fourth editions of this book, we pointed out that the pace of change in the twenty-first century requires effective public managers to be creative and innovative. Nevertheless, we are surprised by much of the change that has occurred since the start of the twenty-first century. In the face of numerous government procurement and contracting scandals, bungled responses to tragic natural disasters and terrorism threats, economic meltdowns, fiscal crises, election scandals, crumbling public infrastructure, a subprime mortgage debacle, and increasing environmental degradation, the public wants government to be more accountable and responsive.

The public wants more services and lower taxes, so governments must strive every day to be more efficient and effective. Many governments and public officials have taken on this challenge, and they are succeeding. Many of them have adopted performance-based and results-based management. These reforms are reflected in government budgets, personnel management, strategic plans, and how governments report information to the public. These changes have not caught hold everywhere, and where they have, they do not always work so well. We still have a lot to learn about how to manage the public sector in the twenty-first century.

Therefore, the fifth edition of this book builds on the ideas of innovation and entrepreneurship that we focused on in the third and fourth editions to help managers figure out how to adapt to rapidly changing dilemmas, crises, and expectations. It discusses how the trends in performance management have evolved from and are supported by the tools for innovation that were central to the third edition—tools such as strategic planning, reengineering, electronic government, and contracting out. It further expands on some of the opportunities and challenges that new information and communication technologies pose for effective public management. In particular, the growth of smartphone technology and social media has had a major, though poorly understood, impact on the public sector. Yet the fundamental elements of management presented in the first four editions remain the same.

As in previous editions, we remind ourselves that public managers who merely innovate can wind up ignoring the need to manage the core functions of public organizations. Those key functions have changed relatively little over the past hundred years. Take a look at the writings of classic scholarship on public management and administration such as Luther Gulick’s and Lyndall Urwick’s (1937) study on public administration (coining the acronym “POSDCORB”—Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting), Chester Barnard’s 1938 book , Herbert Kaufman’s (1960), Herbert Simon’s 1947 book , or Philip Selznick’s ([1957] 1984). Effective public management always has involved motivating employees, working efficiently with resources and budgets, managing information, structuring tasks, and working with policymakers and the public.