Managing Public Services - Implementing Changes

A thoughtful approach to the practice of management

Tony L. Doherty, Terry Horne, Simon Wootton

• Publisher: Routledge
• Year: 2014
• ISBN:
  9781134578221
• Edition: 2
• Topic: Negocios y empresa
• Subtopic: Negocios en general

The work of a manager in a service organisation is not the same as the work of a manager in an organisation that manufactures goods. Managing Public Services, Implementing Changes – A Thoughtful Approach 2e, is for students and managers who intend to work in a service organisation whether it is owned publicly of privately. This book concentrates on how managers can change things for the better and explains 'why' as well as 'how'.

The second edition has been fully updated to address challenges facing public services with new material on managing cuts, managing risk, managing innovation, producing funding applications, Lean Management and process review. A new chapter on managing social enterprise and generating social capital has also been added. This text is both solidly practical and theoretically challenging and is supported by strong pedagogical features including: case studies and illustrative vignettes from public service managers working in Europe, Asia, Australia and the US; exercises and review questions. Students will develop learning skills that enable them to transfer their learning from one situation to another and thinking skills that enable them adapt the way that they apply their learning as circumstances change.

This comprehensive text has been specifically designed and developed to meet the needs of students studying public services management at undergraduate 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.

Index

Note: page numbers in italic type refer to Figures; those in bold type refer to Tables.

3Es of performance management 21, 485, 488, 497

4Es of performance management 485, 488–90, 497

5P marketing model for public services 158, 159, 180–1, 182, 183–7, 183

‘7S’ model (McKinsey) 99, 100, 100

10 Ms 21, 113, 230, 232, 233–4

accountability 18, 21, 34, 473–82, 509–10; and ethics 482–5; thinking and learning activities 510–18; to stakeholders 487, see also audit; performance management

accountancy, and budgets 411–13, 411, 414, 415

achievement theory 322

achievers 602

Ackoff, R.L. 236

action 593

action planning 670–1

Action Zones (UK) 273

Actions (Balanced Scorecard) 495–7, 497

Adair, John 309–10, 309

added value 491, 495–6

adhocracy 25

administration 21

administrators 304

adult learning 600–1, 608

adventure 658

adversarial contracts 165, 167

Advisory Conciliation and

Arbitration Service (ACAS), UK 354

advocacy 538–9

affirmations 703–4

Afghan Rural Health Centre 114, 114, 115, 115, 116, 116, 117

agendas 268

Agora, Athens 157, 160

agriculture and fisheries spending 13

Air Traffic Control Service 621–2

Albury, D. 57, 58

Alderfer, P. 324

alignment of conversations 384–5, 384, 385, 386, 386, 387

alliance 65, 66

Alred, G. 620

Alves, Reuben 732

Analysis 91, 9...

Table of contents

• Cover Page
• Half Title page
• Title Page
• Copyright Page
• Dedication
• Contents
• List of figures
• List of tables
• List of boxes
• Preface
• Acknowledgements
• First Thoughts
• Role One: Managing Change
• Role Two: Managing Operations and Activities
• Role Three: Managing People
• Role Four: Managing Finance And Resources
• Role Five: Managing Information
• Role Six: Managing Learning And Personal Development
• Final Thoughts
• Further reading
• Index