Laurence E. Lynn Jr. – författare

The public sector continues to play a strategic role across the world. The last thirty years have seen major shifts in approaches to public sector management in many countries. There is also a fierce debate across academic disciplines about contemporary public administration/management: some advocate the use of more managerialist approaches; while others see managerialism as undermining democratic institutions. New roles have arisen, such as programme evaluation, management consulting, and reliance on NGOs and partnerships, which require new assessments. There is an intensified need for an analysis of contemporary public sector organisations, which are changing rapidly before our eyes. It is thus time for an authoritative treatment of the major trends in public management, embracing both their intended and unintended consequences. This Handbook brings together leading international scholars to comment on key current issues. The individual chapters include broad overviews, in depth explorations of particular thematic areas, and analyses of different theoretical perspectives such as political science, management, sociology, and economics. The authors have space to develop their distinctive arguments. The editors provide an overall concluding chapter. The Handbook combines scholarly rigour, engaging writing and high policy relevance. It will be invaluable to advanced students, researchers and reflective public sector practitioners.

The public sector continues to play a strategic role across the world. The last thirty years have seen major shifts in approaches to public sector management in many countries. There is also a fierce debate across academic disciplines about contemporary public administration/management: some advocate the use of more managerialist approaches; while others see managerialism as undermining democratic institutions. New roles have arisen, such as programme evaluation, management consulting, and reliance on NGOs and partnerships, which require new assessments. There is an intensified need for an analysis of contemporary public sector organisations, which are changing rapidly before our eyes.It is thus time for an authoritative treatment of the major trends in public management, embracing both their intended and unintended consequences. This Handbook brings together leading international scholars to comment on key current issues. The individual chapters include broad overviews, in depth explorations of particular thematic areas, and analyses of different theoretical perspectives such as political science, management, sociology, and economics. The authors have space to develop their distinctive arguments. The editors provide an overall concluding chapter. The Handbook combines scholarly rigour, engaging writing and high policy relevance. It will be invaluable to advanced students, researchers and reflective public sector practitioners.

The public sector continues to play a strategic role across the world. The last thirty years have seen major shifts in approaches to public sector management in many different countries. There is also a fierce debate across academic disciplines about contemporary public adminstration/management: some advocate the use of more managerialist approaches; while others critique them. New functions have also arisen in the public sector, such as evaluation or management consulting, which require analysis. There is a renewed need for an analysis of contemporary public sector organisations, which are changing rapidly before our eyes.Thus it is time for an authoritative assessment of the major trends in public management, embracing both their intended and unintended effects. This Handbook brings together leading international scholars to comment on key current issues. The individual chapters include a mix of broad overviews, in depth exploration of particular thematic areas and analyses of different theoretical perspectives such as political science, management, sociology and economics. The authors have been given sufficient space to develop their distinctive arguments. The editors provide an overall concluding chapter. The Handbook combines scholarly rigour, engaging writing from senior authors and high policy relevance. It will be relevant to advanced students, researchers and reflective public sector practitioners.

Offering much more than a purely theoretical or retrospective view of public management, this exciting text is an invaluable new addition to the field of public management. Putting the American model in perspective, it establishes the historical, theoretical, analytical, practical and future foundations for the comparative study of public management. Taking a boldly integrative approach, Laurence E. Lynn Jr. combines topics of best practice, performance, accountability and rule of law to provide a much-needed umbrella view of the topic. Well-written and illustrated with case study examples, this is one of the most exciting books on public management available today. As such it is an essential read for every student of public management, administration and public policy.

Offering much more than a purely theoretical or retrospective view of public management, this exciting text is an invaluable new addition to the field of public management. Putting the American model in perspective, it establishes the historical, theoretical, analytical, practical and future foundations for the comparative study of public management. Taking a boldly integrative approach, Laurence E. Lynn Jr. combines topics of best practice, performance, accountability and rule of law to provide a much-needed umbrella view of the topic. Well-written and illustrated with case study examples, this is one of the most exciting books on public management available today. As such it is an essential read for every student of public management, administration and public policy.

Combining insights from traditional thought and practice and from contemporary political analysis, Madison's Managers presents a constitutional theory of public administration in the United States. Anthony Michael Bertelli and Laurence E. Lynn Jr. contend that managerial responsibility in American government depends on official respect for the separation of powers and a commitment to judgment, balance, rationality, and accountability in managerial practice. The authors argue that public management-administration by unelected officials of public agencies and activities based on authority delegated to them by policymakers-derives from the principles of American constitutionalism, articulated most clearly by James Madison. Public management is, they argue, a constitutional institution necessary to successful governance under the separation of powers.To support their argument, Bertelli and Lynn combine two intellectual traditions often regarded as antagonistic: modern political economy, which regards public administration as controlled through bargaining among the separate powers and organized interests, and traditional public administration, which emphasizes the responsible implementation of policies established by legislatures and elected executives while respecting the procedural and substantive rights enforced by the courts. These literatures are mutually reinforcing, the authors argue, because both feature the role of constitutional principles in public management. Madison's Managers challenges public management scholars and professionals to recognize that the legitimacy and future of public administration depend on its constitutional foundations and their specific implications for managerial practice.

Combining insights from traditional thought and practice and from contemporary political analysis, Madison's Managers presents a constitutional theory of public administration in the United States. Anthony Michael Bertelli and Laurence E. Lynn Jr. contend that managerial responsibility in American government depends on official respect for the separation of powers and a commitment to judgment, balance, rationality, and accountability in managerial practice. The authors argue that public management-administration by unelected officials of public agencies and activities based on authority delegated to them by policymakers-derives from the principles of American constitutionalism, articulated most clearly by James Madison. Public management is, they argue, a constitutional institution necessary to successful governance under the separation of powers.To support their argument, Bertelli and Lynn combine two intellectual traditions often regarded as antagonistic: modern political economy, which regards public administration as controlled through bargaining among the separate powers and organized interests, and traditional public administration, which emphasizes the responsible implementation of policies established by legislatures and elected executives while respecting the procedural and substantive rights enforced by the courts. These literatures are mutually reinforcing, the authors argue, because both feature the role of constitutional principles in public management. Madison's Managers challenges public management scholars and professionals to recognize that the legitimacy and future of public administration depend on its constitutional foundations and their specific implications for managerial practice.

Drawing on recent advances in the social sciences, this volume shows how rigorous, theory-based empirical research can help improve the management of public policies and programs - and how better governance can lead to better performance. These original essays demonstrate how better data and improved statistical techniques have allowed researchers to construct more complex models of governance processes and thereby assess the effects of many variables on policy and program outcomes. They present useful research results that illuminate such issues as automatic grade advancement in public schools, management of federally-funded job-training programs, reducing welfare caseloads, and management of welfare-to-work programs. Illustrating a range of theoretical and methodological possibilities, this book shows how more sophisticated research in public management can help improve government performance.

Policymakers and public managers around the world have become preoccupied with the question of how their goals can be achieved in a way that rebuilds public confidence in government. Yet because public policies and programs increasingly are being administered through a complicated web of jurisdictions, agencies, and public-private partnerships, evaluating their effectiveness is more difficult than in the past. Though social scientists possess insightful theories and powerful methods for conducting empirical research on governance and public management, their work is too often fragmented and irrelevant to the specific tasks faced by legislators, administrators, and managers.Proposing a framework for research based on the premise that any particular governance arrangement is embedded in a wider social, fiscal, and political context, Laurence E. Lynn Jr., Carolyn J. Heinrich, and Carolyn J. Hill argue that theory-based empirical research, when well conceived and executed, can be a primary source of fundamental, durable knowledge about governance and policy management. Focusing on complex human services such as public assistance, child protection, and public education, they construct an integrative, multilevel "logic of governance," that can help researchers increase the sophistication, power, and relevance of their work.

Public administration has evolved into an extraordinarily complex form of governance employing traditional bureaucracy, quasi-government public organizations, and collaborative networks of nongovernmental organizations. Analyzing and improving government performance - a matter of increasing concern to citizens, elected officials, and managers of the organizations themselves - has in turn become a much more fraught undertaking. Understanding the new complexities calls for new research approaches, "The Art of Governance" presents a fresh palette of research based on a new framework of governance that was first developed by coeditor Laurence E. Lynn, Jr., with Carolyn J. Heinrich, and Carolyn J. Hill in their book, "Improving Governance: A New Logic for Empirical Research". That book identified how the relationships among citizens, legislatures, executive and organizational structures, and stakeholders interact, in order to better diagnose and solve problems in public management.This volume takes that relational concept into new realms of conceptualization and application as it links alternative institutional and administrative structures to program performance in different policy areas and levels of government. Collectively, the contributors begin to paint a new picture of how management matters throughout the policy process. They illuminate how, at different levels of an organization, leadership and management vary - and explore both the significance of structural systems and the importance of alternative organizational forms for the implementation of public policies. "The Art of Governance" shows that effective governance is much more complex than paint-by-number. But if the variety of forms and models of governance are analyzed using advanced theories, models, methods, and data, important lessons can be applied that can lead us to more successful institutions.