Managing Public Services--Implementing Changes: A Thoughtful Approach to the Practice of Management

Managing Public Services--Implementing Changes: A Thoughtful Approach to the Practice of Management

Managing Public Services--Implementing Changes: A Thoughtful Approach to the Practice of Management

Managing Public Services--Implementing Changes: A Thoughtful Approach to the Practice of Management

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 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.

Excerpt

Read not to contradict and confute, Nor to believe and take for granted … But to weigh and consider.

(Francis Bacon, Essays, no. 50, 'Of Studies')

This book will help readers to perform routine management procedures efficiently and to develop a thoughtful approach to the complex issues that face managers of public services, whether publicly or privately owned. the book helps readers to implement changes, provided the changes are for the better. It explains 'why' as well as 'how'. Managing People, Managing Operations, Managing Resources and Managing Information are considered separately. These roles are integrated through chapters on Managing Change, Managing Communication, Managing Learning, Managing Personal Development and Managing Projects. the book draws on more than 2,000 conversations with people who worked in public services in Eastern Europe, Western Europe, Asia, India, Pakistan, Africa, South America, Australia, Fiji, Madagascar, the United States and the United Kingdom. There are controversial findings on strategy, stakeholding, team working and workplace learning. There are new approaches to overcoming resistance, managing motivation, dealing with poor performers and managing difficult people.

The material on each topic is sequenced in ascending order of the academic demands it makes on the reader. There is material needed by supervisory and junior management at nvq level 3. the material for middle managers is presented at undergraduate level 4. the Final Thoughts of each chapter are at postgraduate level 5. the whole book is suitable as an introduction to general management for mba students who have no previous experience of practical management education. For practising managers it will be an enduring source of reference. This book will support them throughout their careers.

The book emphasizes the thinking skills and conversational skills which managers need in order to implement changes. These skills can be developed through a carefully scaffolded sequence of thinking and learning activities. the thinking and learning activities are included in a separate section at the end of each chapter. Readers can choose to work alone or in pairs (sometimes in groups). Readers can develop key cognitive and social skills. the cognitive skills will help them to transfer their learning to new situations as their circumstances change. a wide range of thinking skills is developed, including recollection, reflection, prediction, imagination and calculation, as well as ethical, creative and critical thinking.

The book begins with a prediction of the changes that will affect public services over the next 20 years. It ends with a critique of the way managers can damage the economy, efficiency, effectiveness and the ethics of public services - the dangers of management as religion.

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