Background
Moore, Mark Harrison was born on March 19, 1947 in Oak Park, Illinois, United States. Son of Charles Eugene and Jean (McFeely) Moore.
( A seminal figure in the field of public management, Ma...)
A seminal figure in the field of public management, Mark Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard's Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore's answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore's cases, we witness dilemmas faced by a cross section of public managers--William Ruckelshaus and the Environmental Protection Agency, Jerome Miller and the Department of Youth Services, Miles Mahoney and the Park Plaza Redevelopment Project, David Sencer and the swine flu scare, Lee Brown and the Houston Police Department, Harry Spence and the Boston Housing Authority. Their work, together with Moore's analysis, reveals how public managers can achieve their true goal of producing public value.
http://www.amazon.com/gp/product/0674175581/?tag=2022091-20
(Uno de los nombres básicos del management público, Mark M...)
Uno de los nombres básicos del management público, Mark Moore presenta en este libro un fascinante resumen de cincuenta años de investigación, análisis y experiencia didáctica acerca de lo que deben hacer los ejecutivos del sector público para mejorar el rendimiento de sus empresas. La obra resultará utilísima tanto para ellos como para quienes se dedican a la enseñanza, pues recurre a más de cien ejemplos usados por el autor en sus clases de la Harvard's Kennedy School para iluminar los conceptos principales de este tipo de gestión. Y, como resumen, plantea cuatro cuestiones que han preocupado desde siempre a los responsables de la administración pública: qué pueden esperar los ciudadanos y sus representantes de los ejecutivos públicos, qué fuentes pueden consultar estos últimos para poder saber hacia dónde orientarse su labor, de qué modo deben enfrentarse a ciertas políticas incoherentes o indefinidas, y en qué aspectos pueden centrar sus proyectos de innovación. El plan de Moore a la hora de solucionar todas estas dificultades del sector público en el contexto de la sociedad contemporánea consiste en recomendar cambios específicos y concretos en lo que se refiere a la práctica individual: sobre todo, cómo atender y servir al cliente. A través de los casos ilustrados por Moore --William Ruckelshaus y la Environmental Protection Agency, Jerome Miller y el Department of Youth Services, Miles Mahoney y el proyecto de reforma del Park Plaza, Lee Brown y el departamento de policía de Houston, Harry Spence y la Boston Housing Authority--, el lector tomará contacto con los problemas más frecuentes de la gerencia pública y aprenderá cuáles son los modos más seguros de conseguir nuestros objetivos en terreno tan resbaladizo.
http://www.amazon.com/gp/product/8449305845/?tag=2022091-20
( Americans rank crime among the most urgent of social c...)
Americans rank crime among the most urgent of social concerns. Overflowing prisons and public outcry have led many to propose that the criminal justice system could control crime more effectively by focusing on dangerous offenders. Recent social studies have suggested that serious criminality is highly concentrated and that high-rate offenders can be distinguished from others on the basis of prior criminal conduct, drug abuse, and employment record. Such studies urge judges to shift from rehabilitative sentencing to selective incapacitation, with longer prison sentences for convicted criminals who are deemed unusually dangerous. In response to these recommendations, some prosecutors' offices have established career criminal units designed to assure that repeat offenders will be prosecuted to the full measure of the law. Some police departments are experimenting with "perpetrator-oriented patrols" targeted on suspected high-rate offenders. The authors of this major book in criminal jurisprudence describe and analyze the intellectual and social challenge posed to public officials by this new thrust in criminal justice policy. They develop a framework for evaluating policies that focus on dangerous offenders. They first examine the general issues that arise as society considers the benefits and risks of concentrating on a particular category of criminals. They then outline how that approach might work at each stage of the criminal justice system--sentencing, pretrial detention, prosecution, and investigation. This cogently argued book provides much needed guidance on the crucial questions of whether sharpened attention to dangerous offenders is just, whether such a policy can be effective in managing the problem of crime, which applications seem particularly valuable, what the long-term risks to social institutions are, and what uncertainties must be monitored and resolved as the policy evolves.
http://www.amazon.com/gp/product/0674190653/?tag=2022091-20
Criminal justice and public policy educator
Moore, Mark Harrison was born on March 19, 1947 in Oak Park, Illinois, United States. Son of Charles Eugene and Jean (McFeely) Moore.
Student, Phillips Academy, 1962-1965; Bachelor of Arts, Yale University, 1969; M.Public Policy, Harvard University, 1971; Doctor of Philosophy, Harvard University, 1973.
Teaching fellow, instructor public policy, J.F. Kennedy School Government, Harvard University, Boston, 1971-1973; assistant professor, J.F. Kennedy School Government, Harvard University, 1973-1974, 75-76; associate professor, J.F. Kennedy School Government, Harvard University, 1976-1979; Guggenheim professor criminal justice policy and management, J.F. Kennedy School Government, Harvard University, since 1979; director Hauser Center Non-Profit Orgns., Harvard University, since 1998. Special assistant to administrator, chief planning officer Drug Enforcement Administration, unites states department Justice, Washington, 1974-1975. Consultant unites states department Justice, 1975-1976, 81.
(Uno de los nombres básicos del management público, Mark M...)
( A seminal figure in the field of public management, Ma...)
(Creating Public Value: Strategic Management in Government...)
( Americans rank crime among the most urgent of social c...)
(Book by Moore, Mark H., Sparrow, Malcolm K.)
(Heroin. Drug control -- New York (State) -- New York. Her...)
Director Hauser Center for Non Profit Organizations. Member Association Schools Public Policy and Management, Phi Beta Kappa.
Married Martha Mansfield Church, June 15, 1968. Children— Phoebe Sylvina, Tobias McFeely, Gaylen Williams.