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Managing Public Services--Implementing Changes: A Thoughtful Approach to the Practice of Management
By Tony L. Doherty, Terry Horne
573 pages
- Contributors:
- Publisher:
- Routledge
- Place of publication:
- London
- Publication year:
- 2002
- Subjects:
Synopsis
Focusing on change as a constant factor in the management of any organization, this informative book helps the student and practitioner to develop the skills and knowledge they require to underpin the work of a modern service manager in rapidly-changing public sector organizations - whether publicly owned, privately managed or sub-contracted.Taking a distinctive approach, emphasizing management and organizational learning as keys to organizational success, this introductory text is solidly practical ...
Focusing on change as a constant factor in the management of any organization, this informative book helps the student and practitioner to develop the skills and knowledge they require to underpin the work of a modern service manager in rapidly-changing public sector organizations - whether publicly owned, privately managed or sub-contracted.Taking a distinctive approach, emphasizing management and organizational learning as keys to organizational success, this introductory text is solidly practical and is supported by strong pedagogical features including:* case studies* review questions* illustrative vignettes.This comprehensive text has been specifically designed and developed to meet the needs of students studying public services management at undergraduate, certificate diploma and postgraduate level. It allows the reader to develop transferable skills in thinking and learning as they work through the book and gives greater awareness of the benefits of continuous learning for staff and managers.
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Table of contents
The first page of every section is available free to non-members – click a section heading to start reading now!
- Title Page iii
- Preface vi
- Contents vii
- Preface xiii
- Acknowledgements xiv
- First Thoughts 1
- 1 - Managing in the Changing Context of Public Services 3
- Role One - Managing Change 29
- 2 - Managing Resistance to Change in Public Services 31
- 3 - Managing Strategy and Change in Public Services 64
- Role Two - Managing Operations and Activities 109
- 4 - Managing the Market for Public Services 111
- 5 - Managing the Quality of Public Services 144
- Role Three - Managing People 165
- 6 - Managing Groups and Leading Teams in Public Services 167
- 7 - Managing Leadership and Motivation in Public Services 205
- Title Page iii
- Preface vi
- Contents vii
- Preface xiii
- Acknowledgements xiv
- First Thoughts 1
- 1 - Managing in the Changing Context of Public Services 3
- Role One - Managing Change 29
- 2 - Managing Resistance to Change in Public Services 31
- 3 - Managing Strategy and Change in Public Services 64
- Role Two - Managing Operations and Activities 109
- 4 - Managing the Market for Public Services 111
- 5 - Managing the Quality of Public Services 144
- Role Three - Managing People 165
- 6 - Managing Groups and Leading Teams in Public Services 167
- 7 - Managing Leadership and Motivation in Public Services 205
- 8 - Managing Individuals in Public Services 234
- Role Four - Managing Finance and Resources 279
- 9 - Managing Budgets in Public Services 281
- 10 - Managing Resources in Public Services 309
- 11 - Managing Audit, Accountability and Performance in Public Services 326
- Role Five - Managing Information 363
- 12 - Managing Information and Communications in Public Services 365
- Role Six - Managing Learning and Personal Development 407
- 13 - Managing Learning in Public Services 409
- 14 - Managing Personal Development in Public Services 454
- Final Thoughts 507
- 15 - Managing Values - Management as Religion 509
- Further Reading 533
- Index 537