ORGANIZATIONAL THEORY | PUBLIC MANAGEMENT | | | | 25/05/2012 | | |

Sommaire

INTRODUCTION 2 I. DEFINITION OF PUBLIC MANAGEMENT 4 II. PUBLIC MANAGEMENT AND PUBLIC ADMINISTRATION 4 III. THE PUBLIC MANAGEMENT MODEL 6 IV. PUBLIC MANAGEMENT AND GOVERNANCE 8 V. PRINCIPLES THEORIES OF PUBLIC MANAGEMENT 9  Public Choice Theory 10  Transaction Cost Economics 11  Principal–Agent Theory 11  Microeconomic Theory 12  The New Economic Sociology 13 VI. PUBLIC MANAGEMENT AS CRAFT 14 VII. PUBLIC MANAGEMENT AS STRUCTURE 16 VIII. PUBLIC MANAGEMENT AS INSTITUTION 17 IX. NEW PUBLIC MANAGEMENT PRINCIPLES 21 CONCLUSION 24

INTRODUCTION

Public management is the subject of a rapidly growing literature that is international in scope a multifarious in content.
The common sense of public management is relatively straightforward. Good public managers, whatever their particular positions or responsibilities, are men and women with the temperament and skills to organize, motivate, and direct the actions of others in and out of government toward the creation and achievement of goals that warrant the use of public authority. Few public laws and policies are self-executing, and, in their formulation, all might benefit from managerial insight and experience. Under virtually any political philosophy or regime, then, the achievement of good government requires the responsible and competent use of public authority by a government’s managers.
Common sense obscures issues that have been at the heart of public management from its inception as a field of study and practice, however. What if the goals to be achieved and their possible costs and consequences are unclear or in conflict? What if public managers are given insufficient authority, resources, and tools to organize, motivate, and monitor the efforts needed to