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Public Management
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Public Management
Thinking and Acting in Three Dimensions

Second Edition


October 2015 | 528 pages | CQ Press
Managing in the public sector requires an understanding of the interaction between three distinct dimensions—administrative structures, organizational cultures, and the skills of individual managers. Public managers must produce results that citizens and their representatives expect from their government while fulfilling their constitutional responsibilities. 

In Public Management: Thinking and Acting in Three Dimensions, authors Carolyn J. Hill and Laurence E. Lynn, Jr. argue that one-size-fits-all approaches are inadequate for dealing with the distinctive challenges that public managers face. Drawing on both theory and detailed case studies of actual practice, the authors show how public management that is based on applying a three-dimensional  analytic framework—structure, culture, and craft—to  specific management problems is the most effective way to improve the performance of America’s unique  scheme of governance in accordance with the rule of law. The book educates readers to be informed citizens and prepares students to participate as professionals in the world of public management.  
 
 
PART I: ANALYZING PUBLIC MANAGEMENT’S CHALLENGES
Introduction to Part I: Analyzing Public Management’s Challenges: The Fundamentals  
 
CHAPTER 1: PUBLIC MANAGEMENT’S THREE DIMENSIONS: STRUCTURE, CULTURE, CRAFT
Public Managers and the Domain of Public Management  
Historical Origins of Public Management  
Public and Private Management: How Similar? How Different?  
Eight Distinctive Challenges of Public Management  
Meeting the Distinctive Challenges of Public Management  
Organization of the Book  
Case Analysis: Could “The System” Have Saved The Children of Banita Jacks?  
 
CHAPTER 2: FIRST PRINCIPLES: MANAGERIAL ACCOUNTABILITY TO THE RULE OF LAW
Introduction  
What Is Meant By “The Rule of Law”?  
Practicing Lawful Public Management  
What Is Meant by “Accountability”?  
Thinking Institutionally  
Case Analysis: The Rule of Law in Action: The Commonwealth of Massachusetts v. the Environmental Protection Agency  
 
CHAPTER 3: NATIONAL SECURITY AGENCY SURVEILLANCE: REFLECTING SOCIETY’S VALUES, PERFORMING EFFECTIVELY, EARNING TRUST?
Introduction  
A Leak, A Crisis  
National Security Agency Surveillance: The Building Blocks  
Revelations of U.S. Surveillance Unfold  
Public Management Analysis  
 
PART II: STRUCTURES: THE CONCRETE EXPRESSIONS OF PUBLIC POLICY
Introduction to Part II: Structures: The Concrete Expressions of Public Policy  
 
CHAPTER 4: STRUCTURES OF GOVERNMENT: JAMES MADISON’S LEGACIES
Introduction  
Case: Patient Protection and Affordable Care Act of 2010: How Madisonian Democracy Works  
Separation of Powers  
Checks and Balances  
Federalism  
At the Apex of Power: The People  
A Logic of Constitutional Governance  
Case Analysis: Austin Energy  
 
CHAPTER 5: STRUCTURES OF GOVERNMENT: THE ADMINISTRATIVE STATE
Introduction  
Case: The Bureau of Immigration and Customs Enforcement  
Madisonian Politics and the Administrative State: The Politics of Bureaucratic Structure  
Direct Government Control: The Bureaucracy  
Financial Structures: Budgets and Budgeting  
Public Personnel Systems: Protection, Performance, Control  
Alternatives to Direct Government  
Case Analysis: State of Missouri’s Reform of its Juvenile Justice System  
 
CHAPTER 6: STRUCTURES OF GOVERNMENT: TOOLS FOR PUBLIC MANAGERS
Introduction  
Case: Reorganizing U.S. Foreign Assistance Programs  
Confronting Public Management’s Challenges: Analytical Tools  
Organizational Structure  
Case Analysis: Managing the Rollout of HealthCare.gov  
 
CHAPTER 7: STRUCTURES OF GOVERNMENT: RULES AND REGULATIONS
Introduction  
Case: The Financial Crisis of 2008  
Why Regulate?  
How Does Federal Regulation Happen?  
Enforceability and Enforcement  
The Politics of Regulation  
Case Analysis: Gas Pains: Fracking Regulation  
 
PART III: THE CULTURE DIMENSION
Introduction to Part III: Culture: Norms, Values, and Institutions  
 
CHAPTER 8: CULTURE: THE BUILDING BLOCKS
Introduction  
Case: Home Visiting in Early Head Start  
The Building Blocks of Culture: Historical Perspective  
Ethics  
Values  
Motives  
Professions and Professional Training  
Case Analysis: Pay in Public Organizations  
 
CHAPTER 9: CULTURE: INSTITUTIONALIZED VALUES
Introduction  
Case: The Space Shuttle Columbia Accident  
What are Institutionalized Values?  
Historical Perspective  
Culture as Support (or Impediment) for Rules and Routines  
Reform  
Case Analysis: “Corrosive Culture” in the Veterans Administration  
 
PART IV: THE CRAFT DIMENSION
 
Introduction to Part IV: Craft: Public Managers as Creators
 
CHAPTER 10: MANAGERIAL STYLES
Introduction  
Case: The Contrasting Craft of Two Cabinet Secretaries  
How Temperament and Personality Affect Craft  
Leadership  
Case Analysis: Kate Maehr and the Greater Chicago Food Depository  
 
CHAPTER 11: MANAGERIAL HEURISTICS
Introduction  
Case: Michelle Rhee and DC Public School Reform  
Decision Making  
How Public Managers Can Learn  
Being Strategic  
Case Analysis: Paul Vallas: CEO, Superintendent  
 
PART V: MULTI-DIMENSIONAL PUBLIC MANAGEMENT
Introduction to Part V: Managing in Three Dimensions: Reflecting Society’s Values, Performing Effectively, Earning Trust  
 
CHAPTER 12: 3D PUBLIC MANAGEMENT: STRUCTURE, CULTURE, CRAFT
Introduction  
Case: CompStat in 3D  
Distinctive Challenges of Public Management: Managing in 3D  
Conundrums of Three-Dimensional Management  
The Rule of Law in 3D  
Case Analysis: The Space Shuttle Columbia Accident in 3D  
 
APPENDIX 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.”

Angela Evans
Professor, LBJ School of Public Affairs at University of Texas at Austin and former deputy director of the Congressional Research Service

“Hill and Lynn’s Public Management: Thinking and Acting in Three Dimensions is a highly relevant and sophisticated analytical framework shaped by theory, grounded in evidence, and directed at strengthening performance of public organizations. This book focuses on effective public management by bridging the gap between policy design and implementation.”

David M. Van Slyke, Ph.D.
Louis A. Bantle Chair in Business-Government Policy, Syracuse University

“I have used Public Management: Thinking and Acting in Three Dimensions as the primary textbook for my Introduction to Public Management class since it was first released, and will be delighted to use this new edition.  Hill and Lynn are unique in integrating relevant social science with accessible case studies to engage in discussions of public values, while offering students memorable and useful analytical frames to address public sector challenges.  A strength of the first edition is the strong reliance on contemporary examples and research, and the new edition reestablishes this text as the best in the field.”

Donald Moynihan
Professor, Robert M. La Follette School of Public Affairs University of Wisconsin-Madison
Key features

NEW TO THIS EDITION:

  • NEW grouping of chapters into Parts that summarize themes, content, and key questions
  • NEW content: 
    • Regulation (Chapter 7)
    • National Security Agency surveillance case study (Chapter 3)
    • Updated examples throughout the text
    • Enhanced material on topics such as budgeting, federalism, and human capital
    • Extended cases at the beginning and end of each chapter 
      • Cases address health care reform, regulation of greenhouse gases, local energy management, financial crises, public school reform, and other topics
      • Opening cases frame the chapter’s ideas and concepts
      • Closing cases, with discussion questions, provide structured practice for public management analysis
  • Streamlined text and formatting for improved readability and engagement
  • Reorganized and enhanced chapter structure to better align with academic semester syllabi
  • The Part introductions link the component chapters to the overall framework, and sustain continuity by linking back to a common example

KEY FEATURES:

Four unique features underline the book’s approach and reinforce practical learning: 

  • The three-dimensional approach and a model deliberative process provide a framework for analyzing public management’s distinctive challenges
  • Real-world examples and extended case material in every chapter illustrates the relevance and immediacy of public management analysis at local, state, and federal levels
  • End-of-chapter cases and discussion questions engage readers with each chapter’s ideas
  • The practical skills of public management analysis are developed within the contexts of the rule of law, of historical developments in the field, and of theories and concepts from the social sciences
 

Sample Materials & Chapters

Chapter 1


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