Reimagining Public Managers: Delivering Public Value (Routledge Critical Studies in Public Management)

This book examines the processes of value creation that are driven by non-traditional sets of public managers, which include the judiciary, the armed forces, multilateral institutions, and central banks. Cover 1 Half Title 2 Series Page 3 Title Page 4 Copyright Page 5 Dedication 6 Table of Contents 8 List of Illustrations 10 About The Author 11 Introductory Quote 13 Preface 14 Acknowledgements 16 List of Acronyms and Abbreviations 18 1 Introduction 20 The Public Manager as Protagonist 20 The Ambiguities of Pvt 22 The Aim of This Book 25 The Structure of This Book 27 2 The Judiciary as Public Manager 36 Public Value and the Judiciary 36 Judicial Performance 40 The Strategic Triangle 45 Judicial Activism and the Politics-Administration Dichotomy 48 Judicial Value Creation 51 Conclusion 53 3 The Armed Forces as Public Managers 59 Introduction 59 Defense and Security as Public Goods 62 Collective Security and PV Destruction as Creation 64 Armed Forces in Non-Defense Value Creation 66 The Strategic Triangle 69 Legitimacy and Recognition 70 Operational Resources 71 Armed Forces as Arbiters of Value 72 Conclusion 74 4 Multilateral Public Managers 80 Introduction 80 The IMF as Institution of Multilateral Public Managers 83 Who Creates Value For Whom? 86 The Strategic Triangle 90 Legitimacy: Reciprocal Legitimation 90 Recognition of Value: The Urgent and the Important 93 Operational Resources: Surrender and Obsolescence 95 Multilateral PV Problems 97 Leadership of a World-Public 97 Rhetoric 98 Value Destruction 100 Conclusion 101 5 Central Banks as Public Managers 107 Introduction 107 The Value Creation of Central Banks 109 Central Bank Independence and the Politics-Administration Dichotomy 112 The Arbiters of Value? 117 Strategic Triangle for Central Banks 119 Legitimacy 120 Recognition of Value 122 Operational Resources 123 Measuring the Value of Value 124 The Rhetoric of Central Banks 125 Conclusion 127 6 Conclusion: The Kaleidoscope of Public Managers 133 Strategic Triangle Approaches 135 Recent Questions in Public Value 137 Lessons for NTMs 139 Interplay Between NTMs 139 Macro-Micro 141 Outfield Value 143 Politics-Administration Dichotomy 145 Limitations 146 Reimagining the Public Managers 149 Index 152 Judiciary;,Public,Managers;,Multilateral;,Central,Banks;,Kaleidoscope Judiciary,Public Managers,Multilateral,Central Banks,Kaleidoscope "Public value theory speaks to the co-creation of value between politicians, citizens, and public managers, with a focus on the public manager in terms of her contributions, initiatives, and limitations in value creation. But just who are public managers? Public value regularly treats the "public manager" as synonymous with bureaucrat, government official, civil servant, or public administrator. However, the categories of public managers represent a more versatile and expansive set of agents in society than they are given credit for, and the discourse of public value has typically not delved sufficiently into the variety of possible cadres that might comprise the "public manager." This book seeks to go beyond the assumed understandings of who the public manager is and what she does. It does so by examining the processes of value creation that are driven by non-traditional sets of public managers, which include: the judiciary, the armed forces, multilateral institutions, and central banks. It applies public value tools to understand their value creation, and uses their unique attributes to inform our understanding of public value theory. Tailored to an audience comprising public administration scholars, students of government, public officials, practitioners, and social scientists interested in contemporary problems of values in society, this book helps to advance public administration thought by re-examining the theory's ultimate protagonist: the public manager. It therefore constitutes an important effort to take public value theory forward by going "beyond" conceptions of the public manager as she has thus far been understood"-- Provided by publisher Public value theory speaks to the co-creation of value between politicians, citizens, and public managers, with a focus on the public manager in terms of her contributions, initiatives, and limitations in value creation. But just __who__ are public managers? Public value regularly treats the "public manager" as synonymous with bureaucrat, government official, civil servant, or public administrator. However, the categories of public managers represent a more versatile and expansive set of agents in society than they are given credit for, and the discourse of public value has typically not delved sufficiently into the variety of possible cadres that might comprise the "public manager." This book seeks to go beyond the assumed understandings of who the public manager is and what she does. It does so by examining the processes of value creation that are driven by __non-traditional__ sets of public managers, which include the judiciary, the armed forces, multilateral institutions, and central banks. It applies public value tools to understand their value creation and uses their unique attributes to inform our understanding of public value theory. Tailored to an audience comprising public administration scholars, students of government, public officials, practitioners, and social scientists interested in contemporary problems of values in society, this book helps to advance public administration thought by re-examining the theory’s ultimate protagonist: the public manager. It therefore constitutes an important effort to take public value theory forward by going "beyond" conceptions of the public manager as she has thus far been understood.