Ethical Management for the Public Services

Ethical Management for the Public Services

Ethical Management for the Public Services

Ethical Management for the Public Services


This is an accessible introduction to the role of ethics in public services management. It is written for new and experienced managers, undergraduate and postgraduate students of the public services. Ethical Management for the Public Services:

• deals with key issues for public services managers

• integrates theory and practice throughout

• uses vignettes, case studies and original research from various countries to illustrate the issues

• helps managers identify ethical dilemmas

• provides ethical frameworks to support managers in their practical decisions

• explores ethical relationships between managers and a range of stakeholders including politicans, citizens and clients

• locates ethics at different levels: the individual, the organizational, and the societal


Managing the public services is, increasingly, a complex activity where a range of different types of organization are involved in the delivery of public services. Public services managers have had to develop new skills and adopt new perspectives as the boundaries between public, private and voluntary sector organizations become blurred. The management task becomes one of managing ambiguity in an ever-changing world. At the same time, however, there is a certain timeliness to any debate concerning the management of public policies and managers will need to acknowledge the continuing relevance of traditions and the enduring nature of the themes of accountability, responsibility, acting in the public interest, integrity, probity and responding to citizens, clients and customers.

This series addresses key issues in managing public services and contributes to the debates concerning the appropriate role for managers in the public services located within a contested governance arena. Through the use of original research, case studies and commentaries on theoretical models, the books in the series will be of relevance to practitioners and to academics and their students. An underlying theme of the series is the inescapable intertwining of theory and practice such that theory will be tested out in practice and practice will be grounded in theory. Theoretical concepts and models need to be made relevant for the practitioner but at the same time good practice will need to be analysed, tested against theoretical models and disseminated. In this way the series will fulfil its commitments to both an academic and a practitioner audience.

Alan Lawton

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