Public Management: A Research Overview provides a structured survey of the state of the art of public management research. Looking at the enduring themes of bureaucracy, autonomy, markets and collaboration, each chapter introduces key foundational studies before reviewing contemporary research. Although originally intended to maximise efficiency, work on bureaucracy points to the problems of red tape, contested accountabilities, performance management, merit and public service motivation. Autonomy research asks whether reforms intended to free subservient agencies from red tape and political interference have delivered the goods. Are autonomous service managers more focused on the needs of citizen-consumers and more entrepreneurial in their appetite for innovation? Marketisation reforms take a further step away from bureaucratic forms of control by exposing public services to market forces of one form or another. Competitive contracting and privatisation put public services into real markets while quasi-markets and yardstick competition try to recreate these pressures without private ownership. Perhaps reacting to the fragmentation unleashed by unbundling and marketisation, collaboration promises to deliver improvement through voluntary processes of negotiation and exchange. Vertical forms of collaboration between different levels of government, or between governments and citizens, promise a better match between policies and problems. Lateral collaboration between agencies working at the same level are intended to tackle the so-called wicked issues that fall between jurisdictions or else to share services and unlock economies of scale. The book concludes by considering the new challenges facing public management from global warming to the rise of populism and affective polarisation. Drawing on evidence from across the world, the book will speak to all those studying and practising public management.

The current economic and political climate places ever greater pressure on public organizations to deliver services in a cost-efficient way. Focused on the costs of service delivery, governments across the world have introduced a series of business like practices - from performance management to public-private partnership - in the belief that these will increase the efficiency of their public services. However, both the debate about public service efficiency and the policies and practices introduced to advance it, have developed without a coherent account of what efficiency means in this context and how it should be realized. The predominance of a rather narrow definition of the term - very often focused on the ratio of inputs to outputs - has tended to polarise opinion either for or against efficiency agenda. Yet public service efficiency, more broadly conceived, is an inescapable fact of the public manager's task environment; indeed in the past, the notion of efficiency was central to the emergence of the field of public administration. This book will recover public service efficiency from the relatively narrow terms of recent debates by examining theories and evidence relating to technical, allocative, distributive and dynamic efficiencies. In exploring the relationship between efficiency and democracy, this book will move current debates in public administration forward by reflecting on the trade-offs between the different dimensions of efficiency that public organizations confront.

The current economic and political climate places ever greater pressure on public organizations to deliver services in a cost-efficient way. Focused on the costs of service delivery, governments across the world have introduced a series of business like practices - from performance management to public-private partnership - in the belief that these will increase the efficiency of their public services. However, both the debate about public service efficiency and the policies and practices introduced to advance it, have developed without a coherent account of what efficiency means in this context and how it should be realized. The predominance of a rather narrow definition of the term - very often focused on the ratio of inputs to outputs - has tended to polarise opinion either for or against efficiency agenda. Yet public service efficiency, more broadly conceived, is an inescapable fact of the public manager's task environment; indeed in the past, the notion of efficiency was central to the emergence of the field of public administration. This book will recover public service efficiency from the relatively narrow terms of recent debates by examining theories and evidence relating to technical, allocative, distributive and dynamic efficiencies. In exploring the relationship between efficiency and democracy, this book will move current debates in public administration forward by reflecting on the trade-offs between the different dimensions of efficiency that public organizations confront.

Public Management: A Research Overview provides a structured survey of the state of the art of public management research. Looking at the enduring themes of bureaucracy, autonomy, markets and collaboration, each chapter introduces key foundational studies before reviewing contemporary research. Although originally intended to maximise efficiency, work on bureaucracy points to the problems of red tape, contested accountabilities, performance management, merit and public service motivation. Autonomy research asks whether reforms intended to free subservient agencies from red tape and political interference have delivered the goods. Are autonomous service managers more focused on the needs of citizen-consumers and more entrepreneurial in their appetite for innovation? Marketisation reforms take a further step away from bureaucratic forms of control by exposing public services to market forces of one form or another. Competitive contracting and privatisation put public services into real markets while quasi-markets and yardstick competition try to recreate these pressures without private ownership. Perhaps reacting to the fragmentation unleashed by unbundling and marketisation, collaboration promises to deliver improvement through voluntary processes of negotiation and exchange. Vertical forms of collaboration between different levels of government, or between governments and citizens, promise a better match between policies and problems. Lateral collaboration between agencies working at the same level are intended to tackle the so-called wicked issues that fall between jurisdictions or else to share services and unlock economies of scale. The book concludes by considering the new challenges facing public management from global warming to the rise of populism and affective polarisation. Drawing on evidence from across the world, the book will speak to all those studying and practising public management.

The performance of the public services, from education and policing to health and recycling, is a matter of concern in many countries. Issues of public service efficiency, cost, and effectiveness have moved to the forefront of political debate. This book applies the latest thinking from Management and Organization Studies to the performance of public organizations in order to evaluate the merits of different mechanisms for driving improvement in the public sector.
Research in Management and Organization Studies on the private sector has identified a number of 'drivers' of improved performance, including innovation, organizational culture, leadership, and strategic planning. Many of these 'private sector' characteristics have emerged within public sector organisations in recent years. However, public managers face additional pressures, whether from regulators, constrained resources, or political interference. This book takes each of these drivers in turn and assesses whether they lead to improvement in public services.
Written for students and researchers of Public Management, this book will also be of interest to public managers and consultants.

The performance of the public services, from education and policing to health and recycling, is a matter of concern in many countries. Issues of public service efficiency, cost, and effectiveness have moved to the forefront of political debate. This book applies the latest thinking from Management and Organization Studies to the performance of public organizations in order to evaluate the merits of different mechanisms for driving improvement in the public sector.
Research in Management and Organization Studies on the private sector has identified a number of 'drivers' of improved performance, including innovation, organizational culture, leadership, and strategic planning. Many of these 'private sector' characteristics have emerged within public sector organisations in recent years. However, public managers face additional pressures, whether from regulators, constrained resources, or political interference. This book takes each of these drivers in turn and assesses whether they lead to improvement in public services.
Written for students and researchers of Public Management, this book will also be of interest to public managers and consultants.