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

By Paul Joyce | Go to book overview

Preface

Governments on both sides of the North Atlantic, as well as elsewhere in the world, have developed public policy in a way that places a great deal of responsibility on managers to bring about radical improvements in the public services. They have given form to this responsibility by adopting strategic planning as a framework within which managers are made accountable to politicians for the performance of public service and the use of public money. For example, in the case of Britain this framework has been an important element in the modernising government agenda. To some extent it followed the example set by the United States of America through the Government Performance and Results Act 1993 that established strategic planning as a universal requirement at the federal level.

It is not yet obvious whether strategic planning and performance management will prove an effective means of bringing about the scale of improvements sought by Governments. If managers carry through the new strategic planning and performance management systems mechanically, it seems safe to predict that they will not work that well. This is because strategic planning and performance management will be developed for a public sector which is evolving away from its bureaucratic traditions. It is a public sector that is getting closer in touch with the public and seeking to harness the powers of partnership and innovation. It is a public sector that aspires to greater openness and learning and is aiming at continuous improvement. Managers in top positions within the public sector need to think about how they can apply their experience and expertise to the implementation and use of these new systems. I would expect that

-xi-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited page

Bookmark this page
Strategy in the Public Sector: A Guide to Effective Change Management
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Series Foreword ix
  • Preface xi
  • 1: A Model of Effectiveness 1
  • 2: Assessing the Organisation 17
  • 3: Paying Attention to Politicians 39
  • 4: Issue Management 51
  • 5: Vision 71
  • 6: Involving Managers and Employees 91
  • 7: Installing Management 103
  • 8: Engaging Others in the Organisation with the Vision or Strategic Intent 119
  • 9: Focus and Align 135
  • 10: Stabilising and Ensuring Targets Are Achieved 155
  • 11: Involving the Public 165
  • 12: Partnership Working 183
  • 13: Opening Up 199
  • 14: In Touch with the Public 211
  • Bibliography 231
  • Index 233
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this book
  • Bookmarks
  • Highlights & Notes
  • Citations
/ 236

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.