A standard text, this book describes and evaluates what financial managers in government actually do, stresses the managerial consequences of a "single right interpretation" of finance phenomena, and joins conventional finance research with management theory, behavior, and development on one level and with policy making, strategy, and executive action at another. The author explores how financial managers exploit opportunities to relieve fiscal stress and help organizations adjust to volatile, feast and famine cycles for the benefit of citizens. The author is Professor of Public Administration at Rutgers, where he teaches government and nonprofit financial management.
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