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Graduate education in public management: Working the seams of government

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  • Richard F. Elmore

Abstract

Public management means quite different things when it is understood in terms of its intellectual roots in policy analysis, in terms of what managers actually do in the public sector, and in terms of the knowledge and skills required for effective performance in higher-level jobs in the public sector. As taught in the public policy schools, public management has inherited a deep skepticism about public intervention and an active decision-forcing attitude toward the practice and teaching of management. These attributes distinguish it from public administration. The public management curriculum has developed in a number of different ways, and four broad models can be discerned from existing practice: the core survey model, the elective model, the modified MBA model, and the generic model. These models differ in several ways but share a common bias toward grounding in the technical core of management skills, a strong decision-forcing emphasis, and an active view of the manager's role.

Suggested Citation

  • Richard F. Elmore, 1986. "Graduate education in public management: Working the seams of government," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 6(1), pages 69-83.
  • Handle: RePEc:wly:jpamgt:v:6:y:1986:i:1:p:69-83
    DOI: 10.1002/pam.4050060107
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    Citations

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    Cited by:

    1. Laurence E. Lynn, 1994. "Public management research: The triumph of art over science," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 13(2), pages 231-259.
    2. Jeffrey D. Straussman, 2008. "Public management, politics, and the policy process in the public affairs curriculum," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 27(3), pages 624-635.
    3. Mary Bryna Sanger & Martin A. Levin, 1992. "Using old stuff in new ways: Innovation as a case of evolutionary tinkering," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 11(1), pages 88-115.
    4. Alejandro E. Camacho & Robert L. Glicksman, 2021. "Designing Regulation Across Organizations: Assessing the Functions and Dimensions of Governance," Regulation & Governance, John Wiley & Sons, vol. 15(S1), pages 102-122, November.
    5. Richard F. Elmore & Jon Brock, 1991. "Learning from experience: Programs for executives and some implications for policy schools," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 10(4), pages 719-733.
    6. Heidi Jane Smith & Gabriel Purón Cid & Irving Rosales, 2019. "The Teaching of Public Finance and Budgeting as an Indicator of the Quality of Public Service Education in Mexico," Working Paper Series Sobre México 2019003, Sobre México. Temas en economía.
    7. Jonathan Brock, 2004. "Public management: Where do we go from here? Or, what do we know and when did we know it?," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 23(3), pages 617-631.

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