Donald F. Kettl is director and professor of public affairs and political science at the Robert M. La Follette Institute of Public Affairs of the University of Wisconsin-Madison. H. Brinton Milward is professor and director at the School of Public Administration and Policy at the University of Arizona.

This book's essays are some of the best papers presented at the second National Public Management Conference at the Robert M. LaFollette Institute of Public Affairs at the University of Wisconsin-Madison in October 1993. The chapters in the book mark important milestones in the new discipline of public management. They not only explore how public programs can be managed to work better, but they also chart the maturation of thinking about how it ought to be done. -- Norman Gill Perspectives on Political Science

• Preface and AcknowledgmentsIntroductionPart I: Governance and Public ManagementChapter 1. Models of Governance for the 1990sPart II: Disciplinary FoundationsChapter 2. Knowledge for Practice: Of What Use Are The Disciplines?Chapter 3. Political ScienceChapter 4. Sociology Chapter 5. EconomicsChapter 6. PsychologyPart III: Organizational Networks in Theory and PracticeChapter 7. Managing Across BoundariesChapter 8. Turf Barriers to Interagency CollaborationChapter 9. Designing and Implementing Volunteer ProgramsChapter 10. Leadership of a State AgencyChapter 11. Rational Choice and the Public Management of Interorganizational NetworksPart IV: Bringing Theory and Practice TogetherChapter 12. Critical Incidents and Emergent Issues in Managing Large-Scale ChangeChapter 13. Organizational Redesign in the Public SectorConclusion: What is Public Management?Notes on Contributors Index

Donald F. Kettl is director and professor of public affairs and political science at the Robert M. La Follette Institute of Public Affairs of the University of Wisconsin-Madison. H. Brinton Milward is professor and director at the School of Public Administration and Policy at the University of Arizona.

This book's essays are some of the best papers presented at the second National Public Management Conference at the Robert M. LaFollette Institute of Public Affairs at the University of Wisconsin-Madison in October 1993. The chapters in the book mark important milestones in the new discipline of public management. They not only explore how public programs can be managed to work better, but they also chart the maturation of thinking about how it ought to be done. -- Norman Gill Perspectives on Political Science

• Preface and AcknowledgmentsIntroductionPart I: Governance and Public ManagementChapter 1. Models of Governance for the 1990sPart II: Disciplinary FoundationsChapter 2. Knowledge for Practice: Of What Use Are The Disciplines?Chapter 3. Political ScienceChapter 4. Sociology Chapter 5. EconomicsChapter 6. PsychologyPart III: Organizational Networks in Theory and PracticeChapter 7. Managing Across BoundariesChapter 8. Turf Barriers to Interagency CollaborationChapter 9. Designing and Implementing Volunteer ProgramsChapter 10. Leadership of a State AgencyChapter 11. Rational Choice and the Public Management of Interorganizational NetworksPart IV: Bringing Theory and Practice TogetherChapter 12. Critical Incidents and Emergent Issues in Managing Large-Scale ChangeChapter 13. Organizational Redesign in the Public SectorConclusion: What is Public Management?Notes on Contributors Index

Donald F. Kettl is director and professor of public affairs and political science at the Robert M. La Follette Institute of Public Affairs of the University of Wisconsin-Madison. H. Brinton Milward is professor and director at the School of Public Administration and Policy at the University of Arizona.

This book's essays are some of the best papers presented at the second National Public Management Conference at the Robert M. LaFollette Institute of Public Affairs at the University of Wisconsin-Madison in October 1993. The chapters in the book mark important milestones in the new discipline of public management. They not only explore how public programs can be managed to work better, but they also chart the maturation of thinking about how it ought to be done. -- Norman Gill Perspectives on Political Science

• Preface and AcknowledgmentsIntroductionPart I: Governance and Public ManagementChapter 1. Models of Governance for the 1990sPart II: Disciplinary FoundationsChapter 2. Knowledge for Practice: Of What Use Are The Disciplines?Chapter 3. Political ScienceChapter 4. Sociology Chapter 5. EconomicsChapter 6. PsychologyPart III: Organizational Networks in Theory and PracticeChapter 7. Managing Across BoundariesChapter 8. Turf Barriers to Interagency CollaborationChapter 9. Designing and Implementing Volunteer ProgramsChapter 10. Leadership of a State AgencyChapter 11. Rational Choice and the Public Management of Interorganizational NetworksPart IV: Bringing Theory and Practice TogetherChapter 12. Critical Incidents and Emergent Issues in Managing Large-Scale ChangeChapter 13. Organizational Redesign in the Public SectorConclusion: What is Public Management?Notes on Contributors Index