Public Management

Carolyn J. Hill is associate professor of public policy at the McCourt School of Public Policy. She is also a senior fellow at MDRC. Her research focuses on whether and why public programs are effective, and how they can be improved. Her work has been published in the Journal of Public Administration Research and Theory, the Journal of Policy Analysis and Management, the Review of Economics and Statistics, and other journals. With Laurence E. Lynn, Jr. and Carolyn J. Heinrich, Hill is the author of Improving Governance: A New Logic for Empirical Research.Laurence E. Lynn, Jr. is Sydney Stein, Jr. Professor of Public Management Emeritus at the University of Chicago. His research focuses on governance, public administration, and public management. His books include Public Management as Art, Science and Profession, Madison’s Managers: Public Admiinistration and the Constitution (with Anthony M. Bertelli), and Public Management: Old and New, and he is co-editor of the Oxford Handbook of Public Management. He has received the John Gaus lectureship award from the American Political Science Association, the Dwight Waldo and Paul Van Riper awards from the American Society for Public Administration, and the H. George Frederickson Award from the Public Management Research Association.

• PART I: ANALYZING PUBLIC MANAGEMENT’S CHALLENGESIntroduction to Part I: Analyzing Public Management’s Challenges: The FundamentalsCHAPTER 1: PUBLIC MANAGEMENT’S THREE DIMENSIONS: STRUCTURE, CULTURE, CRAFTPublic Managers and the Domain of Public ManagementHistorical Origins of Public ManagementPublic and Private Management: How Similar? How Different?Eight Distinctive Challenges of Public ManagementMeeting the Distinctive Challenges of Public ManagementOrganization of the BookCase Analysis: Could “The System” Have Saved The Children of Banita Jacks?CHAPTER 2: FIRST PRINCIPLES: MANAGERIAL ACCOUNTABILITY TO THE RULE OF LAWIntroductionWhat Is Meant By “The Rule of Law”?Practicing Lawful Public ManagementWhat Is Meant by “Accountability”?Thinking InstitutionallyCase Analysis: The Rule of Law in Action: The Commonwealth of Massachusetts v. the Environmental Protection AgencyCHAPTER 3: NATIONAL SECURITY AGENCY SURVEILLANCE: REFLECTING SOCIETY’S VALUES, PERFORMING EFFECTIVELY, EARNING TRUST?IntroductionA Leak, A CrisisNational Security Agency Surveillance: The Building BlocksRevelations of U.S. Surveillance UnfoldPublic Management AnalysisPART II: STRUCTURES: THE CONCRETE EXPRESSIONS OF PUBLIC POLICYIntroduction to Part II: Structures: The Concrete Expressions of Public PolicyCHAPTER 4: STRUCTURES OF GOVERNMENT: JAMES MADISON’S LEGACIESIntroductionCase: Patient Protection and Affordable Care Act of 2010: How Madisonian Democracy WorksSeparation of PowersChecks and BalancesFederalismAt the Apex of Power: The PeopleA Logic of Constitutional GovernanceCase Analysis: Austin EnergyCHAPTER 5: STRUCTURES OF GOVERNMENT: THE ADMINISTRATIVE STATEIntroductionCase: The Bureau of Immigration and Customs EnforcementMadisonian Politics and the Administrative State: The Politics of Bureaucratic StructureDirect Government Control: The BureaucracyFinancial Structures: Budgets and BudgetingPublic Personnel Systems: Protection, Performance, ControlAlternatives to Direct GovernmentCase Analysis: State of Missouri’s Reform of its Juvenile Justice SystemCHAPTER 6: STRUCTURES OF GOVERNMENT: TOOLS FOR PUBLIC MANAGERSIntroductionCase: Reorganizing U.S. Foreign Assistance ProgramsConfronting Public Management’s Challenges: Analytical ToolsOrganizational StructureCase Analysis: Managing the Rollout of HealthCare.govCHAPTER 7: STRUCTURES OF GOVERNMENT: RULES AND REGULATIONSIntroductionCase: The Financial Crisis of 2008Why Regulate?How Does Federal Regulation Happen?Enforceability and EnforcementThe Politics of RegulationCase Analysis: Gas Pains: Fracking RegulationPART III: THE CULTURE DIMENSIONIntroduction to Part III: Culture: Norms, Values, and InstitutionsCHAPTER 8: CULTURE: THE BUILDING BLOCKSIntroductionCase: Home Visiting in Early Head StartThe Building Blocks of Culture: Historical PerspectiveEthicsValuesMotivesProfessions and Professional TrainingCase Analysis: Pay in Public OrganizationsCHAPTER 9: CULTURE: INSTITUTIONALIZED VALUESIntroductionCase: The Space Shuttle Columbia AccidentWhat are Institutionalized Values?Historical PerspectiveCulture as Support (or Impediment) for Rules and RoutinesReformCase Analysis: “Corrosive Culture” in the Veterans AdministrationPART IV: THE CRAFT DIMENSIONIntroduction to Part IV: Craft: Public Managers as CreatorsCHAPTER 10: MANAGERIAL STYLESIntroductionCase: The Contrasting Craft of Two Cabinet SecretariesHow Temperament and Personality Affect CraftLeadershipCase Analysis: Kate Maehr and the Greater Chicago Food DepositoryCHAPTER 11: MANAGERIAL HEURISTICSIntroductionCase: Michelle Rhee and DC Public School ReformDecision MakingHow Public Managers Can LearnBeing StrategicCase Analysis: Paul Vallas: CEO, SuperintendentPART V: MULTI-DIMENSIONAL PUBLIC MANAGEMENTIntroduction to Part V: Managing in Three Dimensions: Reflecting Society’s Values, Performing Effectively, Earning TrustCHAPTER 12: 3D PUBLIC MANAGEMENT: STRUCTURE, CULTURE, CRAFTIntroductionCase: CompStat in 3DDistinctive Challenges of Public Management: Managing in 3DConundrums of Three-Dimensional ManagementThe Rule of Law in 3DCase Analysis: The Space Shuttle Columbia Accident in 3DAPPENDIX A: THE USE OF ARGUMENT

"Carolyn Hill and Larry Lynn skillfully tackle the complexities and inherent tensions of managing in the public sector.  Using organizational expressions of structure and culture and employing tools to master the craft of management, the authors create a cogent, integrated, and lucid narrative on the state of public management. They successfully blend the power of the rule of law, the role of historical precedent, the influence of research and theory, and the experience of practice to discuss the basic tenets of public management and successful approaches to its practice. This book is a winner for those of us who teach, practice and study public management."