Public Sector Managerial Effectiveness

Public Sector Managerial Effectiveness:

*examines the confusion surrounding the concept of effectiveness
*offers practical guidance to help managers explore their performance expectations
*illustrates how clarity of understanding can promote improved performance

Public Sector Managerial Effectiveness examines the assumptions behind terms like 'personal accountability', 'clearly identifiable measures of performance' and most notably the belief that 'effectiveness' is absolute and universal. It argues that effectiveness is a largely subjective and localized concept and that performance criteria, and good managerial practice, must be defined within the context of each organization. This is especially relevant for the transfer of ideas and practices from the private to the public sector.

It will be important reading for health service managers, health professionals,
and students of business and management.


Contents
Organizational Performance: A Public and Private Perspective - The Critical Link between Individual Effectiveness and Organizational Success - Understanding Managerial Effectiveness - How Managers Develop their Model of Managerial Effectiveness - Organizational Cultures and Models of Effectiveness - Effectiveness and the Human Resource Function - Appraisal and Performance Review Systems - A Practical Examination of Individual Effectiveness - A Summary for Action and the Future - Bibliography - Index.