Moore uses empirical evidence to present a seminal chapter on political management where the similarities of public and the private sector leadership decision making process prompts them to apply their entrepreneurial skills for the good of the public. He incorporates the concepts of sustainability, corporate social responsibility, shareholder value, and client value as major factors that legitimize public value. Through a socio-psychological framework, Moore sensitizes the reader on the importance of interpersonal relationships and social structures in shaping the managerial function of successful political management (Moore, 2005).
The author elaborates that in order for the public to manage their government decisions, they would select a political actor who can influence policy decisions. The effectiveness and authoritative tendencies similarly apply to private organizational structures. He distinctively argues that the public value is ultimately defined by the citizens who elect suitable politicians and define legitimate governance. To create emphasis on his idea, he outlines the role of the citizen as a political manager in ensuring that the rules and procedures promote social justice and are followed. They also participate in the formulation of performance targets as expected behavior and steer the deliberation networks so that the system can maintain its capacity.
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Throughout the text, he highlights the significance of efficient governance of resources in guaranteeing fairness through creation of equal opportunities, acting in the interest of future generations, and creating accessible channels to existent resources. He uses empirical evidence from non-economic measures that aims at exploiting public values to ensure effective management. Through appropriate exemplification for the instances where the public can use a political legitimation measurement of performance so as to popularize a specific politician or political party as an ideal representation of public interest.
Moore further elaborates on the importance of using public value chains as a political management tool. Successful management is directly measured by the satisfaction of clients in the private sector. On the other hand, public satisfaction is translated for the voter behavior either to retain or replace the existing government. Social outcomes ultimately define the public value chain. As perquisite political support shapes a management system uses the analytical tool of devoting time, exploring variating contexts, specifying structural functions, and ultimately understanding rising concerns of player interests (Moore, 2005).
The text contributes to the literature on the use of public value as a management tool that publicly provides authorized justifications for guiding strategic goals, allocating resources, and setting organization standards. He defines managers as explorers and entrepreneurs that constantly search for distinctive competence. Maximizing social value is by reaching out to the marginalized groups where this strategy increases public value.
As a key managerial function, Moore argues that public value uses strategies such as expanding support through increasing the relations between the government and funders. Furthermore, increase of volunteer opportunities creates visibility for legitimacy and improves relations with the government while maintaining a favorable reputation with the media.
In an operational capacity, the author views political management as measuring public value through output, efficiency, and productivity. Leaders must have financial integrity when they develop staff morale and increase organizational learning. Their social mission should embody visions that link the outcomes with strategic goals and activities that actively engages the public and private sectors.
Moore concludes by acknowledging the disparities that develop through the popular view from media reports which mobilizes public acts to discourage leadership styles. As a recommendation, public officials are encouraged to display their contemplated actions so as to be open in democratic government. In this regard the most government decision-making process are influenced by the media in order to achieve a high rating as satisfying public value concerns.
References
Moore, M. H. (1995). Creating public value: Strategic management in government . Harvard University Press. pp. 11-119
