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| Acknowledgments | |
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| Introduction | |
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| Purposes | |
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| Sources and Methods | |
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| Tests | |
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| Managerial Imagination | |
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| The Town Librarian and the Latchkey Children | |
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| Public Managers and Public Management | |
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| An Alternative Approach to Public Administration | |
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| Envisioning Public Value | |
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| Defining Public Value | |
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| The Aim of Managerial Work | |
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| Different Standards for Reckoning Public Value | |
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| Municipal Sanitation: An Example | |
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| Toward a Managerial View of Public Value | |
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| Organizational Strategy in the Public Sector | |
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| William Ruckeishaus and the Environmental Protection Agency | |
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| Jerome Miller and the Department of Youth Services | |
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| Managerial Discretion and Leadership in the Public Sector | |
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| Defining Mission and Goals in the Private Sector | |
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| Defining Mission and Goals in the Public Sector | |
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| The Mission of the EPA: Pollution Abatement | |
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| The Mission of DYS: Humanizing the Treatment of Children | |
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| The Managerial Utility of Mission Statements | |
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| Evaluative Criteria for Organizational Strategies | |
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| Building Support and Legitimacy | |
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| Mobilizing Support, Legitimacy, and Coproduction: The Functions of Political Management | |
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| Miles Mahoney and Park Plaza | |
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| David Sencer and the Threat of Swine flu | |
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| Political Management: A Key Managerial Function | |
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| Who Is Important in Political Management | |
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| Combining Diverse Interests and Values | |
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| The Dynamics of the Authorizing Environment | |
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| The Challenge of Political Management | |
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| Advocacy, Negotiation, and Leadership: The Techniques of Political Management | |
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| Mahoney's Initiatives | |
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| Sencer's Initiatives | |
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| Evaluation | |
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| The Ethics and Techniques of Political Management | |
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| Entrepreneurial Advocacy | |
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| Managing Policy Development | |
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| Negotiation | |
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| Public Deliberation, Social Learning, and Leadership | |
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| Public Sector Marketing and Strategic Communication | |
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| Helping to Define and Produce Public Value | |
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| Delivering Public Value | |
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| Reengineering Public Sector Production: The Function of Operational Management | |
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| Harry Spence and the Boston Housing Authority | |
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| Lee Brown and the Houston Police Department | |
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| The Function of Operational Management | |
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| Defining Organizational Mission and Product | |
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| Redesigning Production Processes | |
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| Using Administrative Systems to Influence Operations | |
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| Innovating and Capitalizing | |
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| From Diagnosis to Intervention | |
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| Implementing Strategy: The Techniques of Operational Management | |
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| Spence: Rehabilitating Public Housing in Boston | |
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| Brown: Exploring the Frontiers of Policing | |
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| Reengineering Organizations: What Strategic Managers Think and Do | |
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| Acting in a Stream | |
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| Conclusion: Acting for a Divided, Uncertain Society | |
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| Ethical Challenges of Public Leadership | |
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| Psychological Challenges of Public Leadership | |
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| Notes | |
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| Index | |