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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... principal–agent framework underlines this feature, as the basic principal of public sector organisations is the population, or demos. Political leaders rely on organisations or teams of people to get the job done in the public sector ...
The Principal-Agent Perspective Jan-Erik Lane. • Customer service: Value derives from the appreciation of citizens or consumers with public programmes. Bureaux have no right to exist but must prove their existence through the value they ...
... Principal– agent theory offers a better model of this dual interaction, while also recognising that agents tend to have the upper hand in this interaction, at least under the institutions of bureaucracy (Macho-Stadler and PerezCastrillo ...
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المحتوى
1 | |
1 The principalagent framework and the public sector | 29 |
2 Public principals and their agents | 48 |
3 The economic reasons for government | 77 |
4 Public organisation incentives and rationality in government | 100 |
Legality and rule of law | 125 |
The cambridge and chicago positions | 148 |
7 Public teams are different from private teams | 171 |
8 Public firms | 190 |
9 Public insurance | 212 |
10 What is public management policy | 228 |
Contracting in the public sector | 250 |
Bibliography | 263 |
Index | 281 |