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The Public Manager Case Book
Making Decisions in a Complex World
Edited by:
- Terrel R Rhodes - Portland State University, USA
- Patricia M Alt - Towson University, Towson, MD
- Cheryl L Brown - University of North Carolina, Charlotte, USA
- Marueen Brown - University of North Carolina, Charlotte, USA, University of North Carolina, USA
- Robert Gassner - United Way of the Columbia - Willamette
- Sherril Gelmon - Portland State University, USA
- Gary R Rassel - University of North Carolina, Charlotte, USA
- Carole L Jurkiewicz - University of Colorado at Colorado Springs, USA
- Linda E Swayne - University of North Carolina, Charlotte, USA
- David F Thompson - Freeman White, Inc.
September 2002 | 216 pages | SAGE Publications, Inc
This collection of eight public administration cases helps students practice the decision-making skills they need in their jobs as public managers. Each case includes substantial background data such as budgeting priorities, political imperatives and zoning issues and requires students to reach decisions or recommendations through a process of interacting with other students in the class. All cases are class-tested and appropriate for advanced undergraduate or postgraduate students in public administration and public policy courses.
Preface
Introduction
David F. Thompson and Gary R. Rassel
1 Balancing the Budget in Gaston County, North Carolina
Maureen Brown
2 Emergency Management at the Millennium
Sherril B. Gelmon and Robert Gassner
3 The Quest to Continue: Healthy Communities Inc.
Gary R. Rassel
4 Ending Welfare as We Know It
Patricia M. Alt
5 Evolving Objectives: The Statewide Evaluation and Planning
Carole L. Jurkiewicz
6 Teaching What They Practice
Terrel L. Rhodes and Linda E. Swayne
7 The Edifice Complex: A New Coliseum for Charlotte?
Cheryl L. Brown
8 Smart Cards for Paperless Transactions: Facilitation of e-Government or Threat to Security?
About the Authors
I am teaching a module for postgraduate MBA students on Business Planning. Most come from working backgrounds in health and education hence many more profit orientated cases are not applicable to them so I am hoping that this publication can give them some good insights into the decisioni process for the public sector and thus to avoid the standard criticism that the Module is really built for those working in the 'for profit' sector.
The Business School, Canterbury Christ Church University
October 31, 2012
