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| Tables, Figures, and Boxes | |
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| Preface | |
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| What is Public Management? | |
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| Public Management's Perfect Storm | |
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| The American Problem: Legitimizing the State | |
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| What Is Public Management? | |
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| Where Do Public Managers Work? | |
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| What Do Public Managers Do? | |
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| What Kinds of Challenges Do Public Mangers Confront? | |
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| What Kind of People Become Public Managers? | |
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| Public and Private Management: Differences and Similarities | |
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| Public Management and Public Administration: A Distinction without a Difference? | |
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| Organization of the Book | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Public Management's Three Dimensions | |
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| What Is Multidimensional Public Management? | |
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| The Three-Dimensional Approach | |
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| Thinking in Three Dimensions | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Analysis And Argument in Public Management | |
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| A Method of Argument | |
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| The Processes of Analysis and Argument | |
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| Arguments in Practice | |
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| Analysis and Argument as Management Skills | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Public Management's Backbone: The Rule of law | |
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| What Is the Rule of Law? | |
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| Checks and Balances | |
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| A Logic of Constitutional Governance | |
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| Managing According to the Rule of Law | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Public Management: The Structural Dimension | |
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| What Is Structure? | |
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| Evolution of the Structural Perspective | |
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| Prominent Constraining Structures | |
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| Organizational Form | |
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| Structures and Political Rationality | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Public Management: The Cultural Dimension | |
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| What Is Culture? | |
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| Culture in Historical Perspective | |
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| Individual Characteristics and Building Blocks of Culture | |
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| Structure and Culture | |
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| Craft and Culture | |
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| Culture Matters: Pay for Performance in Public Organizations | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Public Management: The Craft Dimension | |
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| What Is Craft? | |
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| Evolution of the Craft Perspective | |
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| Typecasting Mangers Can | |
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| Deliberation and Decision Making | |
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| How Public Managers Can Learn | |
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| Being Strategic | |
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| Leadership | |
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| Does Managerial Craftsmanship Matter? | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Accountbility | |
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| What Is Accountbility? | |
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| Accountability in Historical Perspective | |
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| Accountability and the Structural Dimension | |
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| Accountability and Cultural Dimension | |
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| Accountability and the Craft Dimension | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Public Management Reform | |
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| What is Public Management Reform? | |
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| Implementing American Democracy | |
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| Public Managers as Change Agents | |
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| Do Public Management Reforms Improve Government Performance? | |
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| CompStat: A Case Study of Organizational Reform | |
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| Reform as a Political Process | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Managing in Three Dimensions | |
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| Overlapping Dimensions | |
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| Managing in the Black | |
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| Conudrums of Three-Dimensional Management | |
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| Managing in the Back as Argument | |
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| Are Some Public Management Jobs Impossible? | |
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| Paul Vallas: A Manager in the Black | |
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| Key Concepts | |
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| Analysis and Argument: Test Your Understanding | |
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| Notes | |
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| Credits | |
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| Name Index | |
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| Subject Index | |