000			01854naa a2200193uu 4500
001			11926
003			OSt
005			20190211155715.0
008			030423s2003 xx ||||gr |0|| 0 eng d
100	1		_aNELISSEN, Nico _97676
245	1	0	_aPublic management : _bthe need for ambiguity tolerance and moral engagement
260			_aNew York : _bMarcel Dekker, _c2003
520	3		_aThis article starts by presenting a bird's eye perspective on the history of ideas about public management (Section 1). Several stages in the intellectual history of public management are distinguished. After the big picture of the evolution of thinking about public management attention is given to societal developments, as perceived by public managers (Section 2). Top civil servants in the Netherlands were asked to mention societal developments that they believe to be of crucial importance for the future of public management. High-ranking issues were receding government, business-like government, and declining trust in government. Confronted with these intractable challenges, how can public managers be served by the aproaches avaiable in public management thinking? The authors argue that the issue is not to choose one approach and dump the others (Section 3). Instead, they conceive of the public manager as a simultaneous chess player who has to balance competing values all the time. As a guide to action for the public manager the authors stress the importance of (a) developing the intrapersonal skill of ambiguity tolerance; and (b) strengthening a moral commitment to public values
700	1		_aGOEDE, Peter de _920510
773	0	8	_tInternational Journal of Public Administration - IJPA _g26, 1, p. 19-34 _dNew York : Marcel Dekker, 2003 _xISSN 01900692 _w
942			_cS
998			_a20030423 _bKaren _cKaren
998			_a20100723 _b1518^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c12047 _d12047
041			_aeng