George Beams Quality Public Management shows how public sector organizations can be managed to maximize performance and citizen satisfaction. Beam builds on the theories and practices of W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum, and presents a form of management that overcomes the limitations of TQM, privatization, competition, and running government like a business. Quality Public Management demonstrates how the principles of Quality management can be successfully implemented in all major aspects of public organizations such as Processes (recruitment, training, compensation, promotion, budget and policy making, and procurement), Structures (teams, partnerships, and networks), and Personnel (line workers, middle management, and executive officers). Beams well-organized and carefully argued book will be of interest to Public Administration professionals, students, and concerned citizens alike. A Burnham Publishers book
Chapter 1 Preface Part 2 Empirical Methods and Quality Management Chapter 3 The Quality Standard Part 4 Quality Processes, Structures, and Personnel Chapter 5 Processes and the Quality Movement Chapter 6 Structures and the Quality Movement Chapter 7 Personnel and the Quality Movement Part 8 Improving and Advancing Quality Public Management Chapter 9 Improving Quality Public Management Chapter 10 Advancing Quality Public Management Part 11 Appendix A: Quality Management Theorists, Practitioners, and Associations Part 12 Appendix B: Critiques and Assessments of Quality Management and of the Quality Movement in Government