Public Administration & Public Management: The Principal-Agent PerspectiveRoutledge, 21/08/2006 - 304 من الصفحات A perspective on the public sector that presents a concise and comprehensive analysis of exactly what it is and how it operates. Governments in any society deliver a large number of services and goods to their populations. To get the job done, they need public management in order to steer resources – employees, money and laws – into policy outputs and outcomes. In well-ordered societies the teams who work for the state work under a rule-of-law framework, known as public administration. This book covers the key issues of:
Public Administration & Public Management is essential reading for those with professional and research interests in public administration and public management. |
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النتائج 6-10 من 43
... employees, it is true that government is large in all OECD countries, especially so in the welfare states. It has become increasingly difficult for governments to pay for all their public policies. Since governments are more and more ...
... employees that solicit a high work effort resulting in high quality and quantity outcomes. The macro objectives of a public organisation laid down in policy documents and stated in public law can only be accomplished if there is micro ...
... employees within insourcing or contracting out with other organisations. The achievement of the above macro goals of the organisation depends critically on how a whole set of micro contracts are made, starting with the CEO and his/her ...
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المحتوى
The principalagent framework and the public sector | 29 |
Public principals and their agents | 48 |
The economic reasons for government | 77 |
Public organisation incentives and rationality in government | 100 |
legality and rule of law | 125 |
the Cambridge and Chicago positions | 148 |
Public teams are different from private teams | 171 |
Public firms | 190 |
Public insurance | 212 |
What is public management policy? | 228 |
contracting in the public sector | 250 |
Bibliography | 263 |
Index | 281 |