Chapter: 13. Organizational Redesign in the Public Sector

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The State of public management / |

Kettl, Donald F.; Milward, H. Brinton.

Johns Hopkins University Press,

13. Organizational Redesign in the Public Sector

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Authors

James R. Thompson and Patricia W. Ingraham

ARI Id

1675119234902_51811902

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Chapters/Headings	Author(s)	Pages	Info
Introduction	Donald F. Kettl
1. Models of Governance for the 1990s	B. Guy Peters
2. Knowledge for Practice: Of What Use Are the Disciplines?	Laurence E. Lynn, Jr.
3. Political Science	John W. Ellwood
4. Sociology	Linda Kaboolian
5. Economics	David L. Weimer and Aidan R. Vining
6. Psychology	Janet A. Weiss
7. Managing across Boundaries	Beryl A. Radin
8. Turf Barriers to Interagency Collaboration	Eugene Bardach
9. Designing and Implementing Volunteer Programs	Jeffrey L. Brudney
10. Leadership of a State Agency	Barbara Koremenos and Laurence E. Lynn, Jr.
11. Rational Choice and the Public Management of Interorganizational Networks	Laurence J. O'Toole, Jr.
12. Critical Incidents and Emergent Issues in Managing Large-scale Change	John M. Bryson, Fran Ackerman, Colin Eden and Charles B. Finn
13. Organizational Redesign in the Public Sector	James R. Thompson and Patricia W. Ingraham
Conclusion: What Is Public Management?	H. Brinton Milward.
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