This book lay out practical reasoning structure that guides managers of various public enterprises.

This book lay out practical reasoning structure that guides managers of various public enterprises. In essence, the book answers the very question: what should public managers do to exploit a circumstance they find themselves in to create a public values? In answering this question, the book takes a specific approach where it objects on the following: Firstly, the book sets out a philosophical public management which consists of what the public expects of public managers, the managers ethical responsibilities and virtue in the execution of their offices. Secondly, the book provides a diagnostic framework that guides managers in analyzing and synthesizing the settings in which they operate and gauge capacity for the execution of their duties in office. Thirdly, it identifies specific interventions that managers can make to utilize the ability of their political and organizational setting for creation of public value. In ensuring that all these issues are achieved, the book does not claim cultural neutrality or independent of historical context. However, its illustrations are based on the history of the American government in the last part of the century.
The chapter one of this book has explored various issues in regard to the managerial expectation and response towards new demands from the public. In this case the chapter has illustrated this through the use of a national town library where a survey indicates that in the evening, most children get into the reading room, not just because they are reading, but due to the fact that they are waiting for their parents to pick them up. This, as a manager, draws the management attention on the fact that the library has been used by citizens for a different use, childcare. Being a quality management, they do not default the usage but respond through advancing the library uses. Therefore, this essentially acts as a source of fund generation for the library. This consequently leads to increased resources for the library, leading to high and standardized quality for the library objectives. It is clear from this illustration that the librarian responded quickly and effectively to the public wants through action.
In this light the chapter proceeds to examine an important doctrine in the US that has been the most driving aspects of public managers. As stated by this doctrine, the purpose of a public enterprises such as a library are conceivably set out in the statutes enacted by informal policy declaration accented by the elected executive chiefs or legislative bodies. The public enterprises are precisely established for the public interests and hence can rightfully claim social resources. Moreover, they offer concrete operational guidance to managers through the indication of particular purposes to be advanced by specific public enterprises. It then follows that the specific mandated means and duties define the terms in which managers will be held accountable.
In line with this, the doctrine provides a defined mindset among public managers: the mindset of bureaucrats or administrators rather than entrepreneurs, executives or leaders. Their orientation is downward towards reliable control of organizational operations rather than either outward toward the achievement of valuable results or upwards towards policy mandates that has been re-negotiated. The chapter substantiates this argument through explain focus on strategic management. The author point out that there is a different and more useful way to think about the role of the public sector managers: one that is closer (but by no means identical) to the society image and expectations of managers in the private sector. In this perspective, managers are perceived as explores who seek to determine, define and provide public value. This is instead of simply devising the means for achieving mandated purposes, they just become important agents in enabling to discover and define what would be important to do. Rather than being responsible only for guaranting continuity, they become vital inventor and innovators in changing what public organizations do and how they essentially carry it out. The author, therefore refer them as being strategist rather than technicians. In concluding the chapter, the author provides an alternative approach towards controlling managerial influence. He states that this would be recognizing their latent utility as well as certainty and provides more formal channels through which managerial ideas about opportunities to enlighten public managers on how to explore and define public value much more properly and effectively than they now do.
Chapter two of the book is very consistent with chapter one in the sense that the author examines on ‘defining public value’ as a whole chapter. One of the most pertinent issues in managerial position is defining the managerial work. The author states clearly that one can be able to state whether a particular managerial work is good or bad only after the individual has identified and defined clearly what the managerial position entails.
Unlike private management where most mangers focus on the generation of profit for the organization, the managerial work in the public sector is unclear. However, the author negates an idea from a simplistic perspective. He points out that, the essential y work on the managers in the public managerial position is to create public value. Like the private managers who focus on creating private value, public managers are also entitled to public value. It is in this line that the public would consider a certain organization to be managed ineffectively, simply because, it does not
Most of the public organizations are managed by the government. Therefore, inefficiency of the government management will mean inefficiency of management public organization. Form the manager perspective; it is the government that needs to carry out all the essential duties that enable standard life of citizens through them. Therefore, they work in regard to the value of the government. While this account may seem to be vital, it is not fully satisfactory. In essence, they should in fact ensure that they take activities that will ensure public values without supervision. Focusing on customer service and client participation should be paramount. In light of justifying public intervention, the writer clearly states that for public enterprises to be judged worthwhile, it needs to pass a test beyond mere demonstration that its product value exceeds its resource values used in the results.
In conclusion, these chapters have taken an essential perspective towards public management and administration at large. Value towards those using an organization’s services is of great importance. Essentially, public organization does not focus on profit maximization like private sector. Instead, they ensure and should ensure value to public citizens.