Confronted with rising citizen discontent, the Reinventing Government movement, and new technological challenges, public organizations everywhere are seeking means of improving their performance. Their quest is not new, rather, the concern with improving the performance of government organizations has existed since the Scientific Management Movement. Public Sector Performance brings together in a single volume the classic, enduring principles and processes that have defined the field of public sector performance, as written in the words of leading practitioners and scholars. Taken as a whole, this volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government.Defined here as managing public organizations for outcomes, performance is examined in all its varied dimensions: organizing work, managing workers, measuring performance, and overcoming resistance to performance-enhancing innovations. The selected articles are interesting, thought provoking, and instructive. They are classics in that they have been widely cited in the scholarly literature and have enduring value to public managers who seek to understand the many dimensions of performance. The book is organized into three sections: Performance Foundations, Performance Strategies, and Performance Measurement. Excerpts from additional selected articles feature special topics and wisdom from performance experts.

chapter |5 pages


ByRichard C. Kearney, Evan M. Berman

part One|111 pages

Performance Foundations

chapter 1|11 pages

Productivity and the Process of Organizational Improvement

Why We Cannot Talk to Each Other
ByRobert E. Quinn

chapter 2|16 pages

A Capacity-Building Framework

A Search for Concept and Purpose
ByBeth Walter Honadle

chapter 3|9 pages

The Deadly Sins in Public Administration

ByPeter F. Drucker

chapter 4|12 pages

Humanizing Public Administration

ByC. Spencer Platt

chapter 5|8 pages

Initiating Change that Perseveres

ByChris Argyris

chapter 6|18 pages

Turnaround at the Alabama Rehabilitation Agency

ByJames E. Stephens

chapter 7|18 pages

Common Barriers to Productivity Improvement in Local Government

ByDavid N. Ammons

chapter 8|17 pages

Recognizing Management Technique Dysfunctions

How Management Tools Often Create More Problems Than They Solve
ByGerald T. Gabris

part Two|143 pages

Performance Strategies

chapter 9|12 pages

Municipal Management Tools from 1976 to 1993

An Overview and Update
ByTheodore H. Poister, Gregory Streib

chapter 10|15 pages

Putting a Powerful Tool to Practical Use

The Application of Strategic Planning in the Public Sector
ByDouglas C. Eadie

chapter 11|15 pages

Reorganizations and Reforms

Promises, Promises
ByVera Vogelsang-Coombs, Marvin Cummins

chapter 12|12 pages

MBO in State Government

ByGeorge S. Odiorne

chapter 14|7 pages

A Technique for Controlling Quality

ByWilliam R. Divine, Harvey Sherman

chapter 15|15 pages

Adapting Total Quality Management (TQM) to Government

ByJames E. Swiss

chapter 16|11 pages

Computer Technology and Productivity Improvement

ByJohn A. Worthley

chapter 17|20 pages

Organizational Decline and Cutback Management

ByCharles H. Levine

chapter 18|12 pages

An Empirical Study of Competition in Municipal Service Delivery

ByE. S. Savos

part Three|100 pages

Performance Measurement

chapter 19|8 pages

Excellence in Public Service—How Do You Really Know?

ByDavid T. Stanley

chapter 20|20 pages

The Self-Evaluating Organization

ByAaron Wildavsky

chapter 21|11 pages

Program Evaluation and Program Management

ByHarry S. Havens

chapter 22|25 pages

Performance Measurement Principles and Techniques

An Overview for Local Government
ByHarry P. Hatry

chapter 23|12 pages

Measuring State and Local Government Performance

Issues to Resolve Before Implementing a Performance Measurement System
ByGloria A. Grizzle