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By H. Sherman, M. Weinberg and M. Lewis


Do public managers have a role in shaping and creating public value or is their only responsibility to carry out the intent mandated by the legislature? What are the steps public sector managers should be taking in order to make strategic decisions that guide the agency toward better performance? What proven concepts from the private sector can facilitate better use of public sector resources and authority? We propose a new approach or framework that can be used by public sector executives to strategically manage performance in the public sector. Theoretical Foundations So, it is not enough to say that public managers create results that are valued; they must be able to show that the results obtained are worth the cost of private consumption and unrestrained liberty forgone in producing the desirable results. Only then can we be sure that some public value has been created. (Moore, 1995) In his work, Creating Public Value: Strategic Management in Government, Mark Moore lays out a framework specifically for managers in public agencies. Moore’s concepts are, “predicated on th

Year: 2011
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