The Art of the State: Culture, Rhetoric, and Public ManagementOxford University Press, 2000 - 261 páginas Why does public management-the art of the state-so often go wrong, producing failure and fiasco instead of public service? What are the different ways in which control or regulation can be applied to government? Why do we find contradictory recipes for the improvement of public services? Arethe forces of modernity set to produce worldwide convergence in ways of organizing government? This important new study aims to explore such questions, central to current debates over public management. Combining contemporary and historical experience, it employs grid/group cultural theory as anorganizing frame and method of exploration. Using examples from different places and eras, the study seeks to identify the recurring variety of ideas about how to organize public services. And contrary to widespread claims that modernization will bring a new global uniformity, it argues thatvariety is unlikely to disappear from doctrine and practice in public management. |
Contenido
Calamity Conspiracy and Chaos | 23 |
Fiascos Resulting from Excessive Trust in Authority | 35 |
Lack of Planning Initiative | 43 |
Control and Regulation in Public Management | 49 |
CLASSIC AND RECURRING | 71 |
Doing Public Management the Individualist Way | 98 |
Doing Public Management the Egalitarian Way | 120 |
Doing Public Management the Fatalist Way? | 145 |
SCIENCE IN PUBLIC MANAGEMENT | 169 |
PublicManagement Modernization as Beneficent | 206 |
Conclusion | 219 |
| 242 | |
| 259 | |
Otras ediciones - Ver todas
The Art of the State: Culture, Rhetoric, and Public Management Christopher Hood Vista previa limitada - 1998 |
The Art of the State: Culture, Rhetoric, and Public Management Christopher Hood Vista previa limitada - 1998 |
The Art of the State: Culture, Rhetoric, and Public Management Christopher Hood Sin vista previa disponible - 1998 |
Términos y frases comunes
achieve administration aims analysis applied approach argued argument assumption authority avoid Bentham better bureaucracy called central century Chapter claim collective competition contemporary conventional corruption cultural theory debate discussed doctrines earlier economic effects egalitarian element example experiment failure fatalist forms four hierarchist human hybrid ideas identified important individual individualist instance institutional involved leading least less limit linked major markets means ment metaphor mutuality noted operate organization organizational oversight particular performance perspective polar political positions possible practice preferences principle problem processes produce professional public management public services random reason recipe regulation responsibility rhetoric rules seems selected sense social society stress structure suggests Table tend themes tion traditional turn types variety vision