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.    

Table of Contents:
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