Moore, Mark H. 1947–

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Moore, Mark H. 1947–

(Mark Harrison Moore)

PERSONAL: Born March 19, 1947, in Oak Park, IL; son of Charles Eugene and Jean (McFeely) Moore; married Martha Mansfield Church, June 15, 1968; children: Phoebe Sylvina, Tobias McFeely, Gaylen Williams. Education: Yale University, B.A., 1969; Harvard University, M.Public, 1971, Ph.D., 1973.

ADDRESSES: Home—331 Waverley St., Belmont, MA 02478-2418. Office—John F. Kennedy School of Government, Harvard University, 79 JFK St., Cambridge, MA, 02138-5801; fax: 617-495-0996. E-mail—[email protected].

CAREER: Educator. John F. Kennedy School of Government, Harvard University, Boston, MA, teaching fellow and instructor in public policy, 1971–73, assistant professor, 1973–76, associate professor, 1976–79, Guggenheim professor of criminal justice policy and management, 1979, Daniel and Florence Guggenheim Professor of Criminal Justice Policy and Management and Hauser professor and director of Hauser Center for Non-Profit Organizations, 1998–. U.S. Department of Justice, Washington, DC, special assistant to the administrator, then chief planning officer at Drug Enforcement Administration, 1974–75, consultant, 1975–76, 1981.

MEMBER: Association of Schools of Public Policy and Management, Phi Beta Kappa.

WRITINGS:

Buy and Bust: The Effective Regulation of an Illicit Market in Heroin, Lexington Books (Lexington, MA), 1977.

(With James Q. Wilson and Ralph Gants) Violent Attacks and Chronic Offenders: A Proposal for Concentrating the Resources of New York's Criminal Justice System on the "Hard Core" of the Crime Problem, New York State Assembly (Albany, NY), 1978.

(Editor, with Dean R. Gerstein) Alcohol and Public Policy: Beyond the Shadow of Prohibition/Panel on Alternative Policies Affecting the Prevention of Alcohol Abuse and Alcoholism, Committee on Substance Abuse and Habitual Behavior, Assembly of Behavioral and Social Sciences, National Research Council, National Academy Press (Washington, DC), 1981.

(Editor, with Joel L. Fleishman and Lance Liebman) Public Duties: The Moral Obligations of Government Officials, Harvard University Press (Cambridge, MA), 1981.

(With others) Dangerous Offenders: The Elusive Target of Justice, Harvard University Press (Cambridge, MA), 1984.

(With Margaret Jane Gates) Inspectors-General: Junkyard Dogs or Man's Best Friend?, Russell Sage Foundation (New York, NY), 1986.

(With Thomas Bearrows and others) The Mandate for Juvenile Justice, Springer-Verlag (New York, NY), 1987.

(With Malcolm K. Sparrow and David M. Kennedy) Beyond 911: A New Era for Policing, Basic Books (New York, NY), 1990.

(With Malcolm K. Sparrow) Ethics in Government: The Moral Challenge of Public Leadership, Prentice Hall (Englewood Cliffs, NJ), 1990.

(With Darrel W. Stephens) Beyond Command and Control: the Strategic Management of Police Departments, Police Executive Research Forum (Washington, DC), 1991.

(With Patricia Kelly and Jeffrey A. Roth) Violence in Cornet City: A Problem-Solving Exercise, U.S. Department of Justice Office of Justice Programs, National Institute of Justice (Washington, DC), 1995.

Creating Public Value: Strategic Management in Government, Harvard University Press (Cambridge, MA), 1995.

(Editor, with Michael Tonry) Youth Violence, University of Chicago Press (Chicago, IL), 1998.

(Editor, with others) Deadly Lessons: Understanding Lethal School Violence: Case Studies of School Violence Committee, National Academy Press, (Washington, DC), 2003.

Contributor to books, including Market-Based Governance: Supply Side, Demand Side, Upside and Downside, edited by John D. Donahue and Joseph S. Nye, Jr., Brookings Institution, 2002; Governance in a Globalizing World, edited by Joseph S. Nye, Jr., and John D. Donohue, Brookings Institution, 2001; Governance amid Bigger, Better Markets, edited by John D. Donohue and Joseph S. Nye, Jr., Brookings Institution, 2001. Contributor of articles to academic journals, including Criminal Justice Ethics and AccountAbility Forum 2.

SIDELIGHTS: Mark H. Moore has primarily focused his academic interests on the role of the public manager and is an expert in the areas of public management and leadership, civil society and community mobilization, and criminal justice policy and management. He has authored, coauthored, and helped edit numerous reports and books focusing on these areas and dating back to the 1970s. In Beyond 911: A New Era for Policing, which he coauthored with Malcolm K. Sparrow and David M. Kennedy, Moore and his coauthors write about the growing trend for police chiefs to be social reformers and, in the process, redefine their relationships with their various communities. The book focuses on how this change is coming about by looking at seven police chiefs across the country who are implementing or striving toward this change in policy. Writing in the Washington Monthly, James Q. Wilson noted that the book "contains insightful analysis with missionary zeal," and added that "this is the book I would give to any newly installed police chief."

In Creating Public Value: Strategic Management in Government Moore writes about his theories of public management and uses case studies to examine such issues as the ethical responsibilities of public managers, the need for them to establish their organization's values, and their approach to the many tasks that they must complete as they deal with their organization's numerous goals, which are often conflicting. In the book, Moore lists six principles that are integral to being a good public manager, including the need for managers to follow citizens' desires as expressed through the government, to economize in terms of their organizations' authority and use of money, and to be forward looking and adaptable. The author also writes about specific management techniques, focusing on issues such as the ability to manage and lead, to plan and then work within teams, and to develop a sense of timing to ensure successful implementation of their goals.

Creating Public Value is a "well-written examination of the difficulty of determining what values ought to guide public organizations," according to Chad Kniss in the Journal of Public Administration Research and Theory. Kniss went on to note that, although the book "is definitely aimed at practitioners, it offers insights that enhance scholarly knowledge about the tools that are required to successfully manage in the public sector." Eugene Bardach, writing in the American Political Science Review, noted that one of the book's "valuable accomplishments" is that it is able to "prove that public administration can be intellectually interesting." Bardach also referred to Moore as a "systematic, lucid, and courteous writer," and noted that "Moore's signal contribution is probably to show how strategy and tactics can be enriched by ethical ideas, in a pragmatic and a philosophical sense."

Moore is also a coeditor of both Youth Violence and Deadly Lessons: Understanding Lethal School Violence: Case Studies of School Violence Committee. In a review of Youth Violence, Bard R. Ferrall wrote in the Journal of Criminal Law and Criminology that the editors have included "essays which attempt to explain the reason for the rise (as well as the leveling and fall) [of youth violence], and to suggest possible programs for intervention." Deadly Lessons focuses on school violence through six case studies about instances where extreme violence occurred. In addition to examining the perpetrators, their victims, and the families, the studies also discuss the individual school communities and how the media and community responded to the episodes. The various essays within the book discuss issues such as gang violence, the overall causes of youth violence, the role of guns in youth violence, and the social environment's relationship with youth violence. The first part of the book presents the case studies and the second part takes each case and individually "examines it in context of different known patterns of violence," as noted by Nerissa B. San Luis in a review in Journal of Developmental & Behavioral Pediatrics. San Luis commented that "each case is reviewed in rich detail and is fascinating to read." Kathie Reid, writing in Childhood Education, noted that "the case studies, analysis, and literature review leave the reader with the disturbing but important realization that the 'cause' of lethal school violence cannot be easily identified, nor explained."

BIOGRAPHICAL AND CRITICAL SOURCES:

PERIODICALS

American Political Science Review, June, 1997, Eugene Bardach, review of Creating Public Value: Strategic Management in Government, p. 463.

Childhood Education, fall, 2003, Kathie Reid, review of Deadly Lessons: Understanding Lethal School Violence: Case Studies of School Violence Committee, p. 43.

Contemporary Sociology, May, 2004, Jackson Toby, review of Deadly Lessons, p. 358.

Journal of Criminal Law and Criminology, summer, 1999, Bard R. Ferrall, review of Youth Violence, p. 1499.

Journal of Developmental & Behavioral Pediatrics, June, 2004, Nerissa B. San Luis, review of Deadly Lessons, p. 214.

Journal of Public Administration Research and Theory, April, 1998, Chad Kniss, review of Creating Public Value, p. 282.

Washington Monthly, October, 1990, James Q. Wilson, review of Beyond 911: A New Era for Policing, p. 58.