Strategy in the Public Sector: A Guide to Effective Change Management

Strategy in the Public Sector: A Guide to Effective Change Management

Strategy in the Public Sector: A Guide to Effective Change Management

Strategy in the Public Sector: A Guide to Effective Change Management

Synopsis

The public sector is experiencing tremendous pressure for strategic change. Governments in many countries require public sector managers to be more responsive to the public and to deliver more value with constrained budgets. Members of the public also face change, and look to their public sector organisations to provide efficient and high quality service, while adapting their activities in a complex and dynamic world.

Strategy in the Public Sector provides guidance to managers who have responsibility for delivering increased levels of efficiency and innovation and accountability. It shows how strategic changes can be made through realigning and increasing the capacity of the public sector organisation. It shows how managers are now handling strategic changes in the context of public policy, favouring pluralism of service delivery systems and partnership working. Based on the practical experience of managers in local government, central government, health services and education, the book presents insights, lessons and examples from many countries on both sides of the Atlantic that help bring about effective strategic change.

Strategy in the Public Sector has been written for anyone who has a role in modernising the public sector and requires a practical guide in making strategic changes that are both responsive to the public need and sustainable.

Excerpt

The aim of this series is to provide managers with books on strategy, strategic management, and strategic change, which are helpful, practical, and provide guidance for the practical application of sound concepts in real situations.

In the mid-1960s when the subject of planning began to emerge, the whole literature could have been listed on one or two sheets of paper. It was easy to decide which books to read, because so few were available. This state of affairs changed rapidly, and the scope of the subject has moved from a focus on formal planning to a broader view which merges with the literature of leadership, change management, strategic analysis and organization. Modern writing sees the organization and its strategies in an integrated way, and there are many, often conflicting, theories about the 'right' way to formulate strategies and practice strategic management.

Management does not take an academic interest in theories, but is concerned about what works best in the situation in which it operates. Hence this series. Each book is conceptually sound, and gives proper acknowledgement to the originators of concepts and ideas, but the emphasis is on using the concept or methods, rather than academic argument.

Business school faculty and students are also concerned with the application of theories and will find much in these books to supplement the more academic texts.

In this series the aim is to give the reader clear guidance on how to make the subject of the book work in his or her own situation, while at the same time taking care to ensure that the books do not . . .

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