Rediscovering Public Services Management
McGraw-Hill Publishing Co.
Published on 1. April 1992
Book
Paperback/Softback
384 pages
978-0-07-707430-2 (ISBN)
Description
This book seeks to question many popular assumptions concerning the nature and role of public sector management. These assumptions reflect the wider political climate since Margaret Thatcher came to office and consequently this book is concerned particularly with this period. For example, it is often stated that public service managers should imitate their private sector counterparts. However, this statement simply assumes that private sector management practices offer a model of efficiency and that this model may usefully be applied to the public sector. The contributors of this volume agree that such easy prescriptions are overly simplistic. They outline the different parameters within which both public and private sector managers operate, and argue that the public service manager is often evaluated on inappropriate criteria. The book ends with four case studies written by practicing managers working within the NHS, the social services, the police and local government.
More details
Language
English
Place of publication
London
United Kingdom
Publishing group
McGraw-Hill Education - Europe
Target group
College/higher education
Professional and scholarly
Illustrations
index
Dimensions
Height: 229 mm
Width: 152 mm
Weight
580 gr
ISBN-13
978-0-07-707430-2 (9780077074302)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Content
Part 1 The public services since 1979 - partial revolutions: reviewing the current managerial ethos - the import of public sector managerial initiatives since 1979; strategic management in public services - towards a comparative framework; managing public services - initiatives, innovation and organizational learning; addressing key challenges for managing public service delivery. Part 2 Issues and cases in modern public service management: the manager faces the consumer; the manager monitored - reviewing for economy, efficiency, effectiveness and equity; the manager as technologist - the rush to implement IT in the public services; management in the National Health Service; strategies for the responsive organization - managing social services in the 1990s; decision-making, management and perceived usefulness of information - the local government experience; police - changing management.