Top Highlights

• politics-administration dichotomy held that politics and administration could (and should) be separate and distinct activities. 2 This sentiment reflected in part a desire to eliminate corruption and partisanship from the administration of public programs and in part a view that administration was a scientific, not a political, activity.
• the public manager both as creature—of politics, law, structures, and responsibilities—and as creator—of strategies, capacity, and results.
• the tendency of profit-seeking firms to allocate resources in ways that are efficient from the firm’s perspective but inefficient from society’s perspective. The most common examples,
• Public organizations are governed by public authority. Public organizations have a political rather than a technical/economic basis for organizational design. Public organizations are subject to the uncertainties of political processes. Public organizations reflect a necessity for political
• nonmarket failures (sometimes called pathologies by other