Public Sector Management
Theory, Critique and Practice
1st Edition
Published on 15. March 1994
Book
Paperback/Softback
320 pages
978-0-8039-7713-6 (ISBN)
Description
Drawing together key contributions to the field, this innovative Reader provides a broad-ranging overview of both the theory and practice of public service management. The book: outlines the social, political and economic contexts in which management has emerged as a crucial issue in the public sector of modern democratic countries; introduces the major theories, issues and concepts involved in defining and understanding public sector management; analyzes some of the key values underpinning the idea of the public domain; and examines some of the main challenges in terms of particular strategies, techniques and competences which have been proposed to improve management for public services.
Public Sector Management is a Course Reader for The Open University course B887 Managing Public Services.
Public Sector Management is a Course Reader for The Open University course B887 Managing Public Services.
More details
Series
Language
English
Place of publication
Thousand Oaks
United States
Target group
College/higher education
Dimensions
Height: 234 mm
Width: 156 mm
Thickness: 17 mm
Weight
488 gr
ISBN-13
978-0-8039-7713-6 (9780803977136)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
03/1994
1st Edition
SAGE Publications Ltd
€199.40
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Persons
David McKevitt is a Lecturer in the Open Business School, The Open University and author (with L Wrigley) of Managing Core Public Services (1994).
Alan Lawton is a Lecturer in the Open Business School, The Open University and author (with A Rose) of Organisation and Management in the Public Sector (Second Edition, 1994).
Content
PART ONE: THE CONTEXT OF IDEAS
Introduction
Rationalism in Politics - Michael Oakeshott
Governmentality - Michel Foucault
Limited Government - John Gray
The Criterion of Efficiency - H Simon
Management in the Public Domain - John Stewart and Stewart Ranson
Professional Ethics, Government Agenda and Differential Information - Leonard Wrigley and David McKevitt
PART TWO: CONTROL AND IMPLEMENTATION
Introduction
Charges as Contested Signals - Richard Rose
Organizational Status and Performance - Andrew Dunsire, Keith Hartley and David Parker
Summary of the Findings
Lawyers Go to Hospital - Joseph M Jacob
Accounting and the Pursuit of Efficiency - Anthony Hopwood
Implementation and Ambiguity - Vicki Eaton Baier, James G March and Harald S[oe together]tren
Investigating Policy Coordination - L Challis et al
Issues and Hypotheses
PART THREE: RESPONSIVENESS AND PERFORMANCE
Introduction
Interpretations and Implications - Patricia Day and Rudolf Klein
Performance Indicators - Neil Carter
`Backseat Driving' or `Hands Off' Control
Doing Well While Doing Good - Rosabeth Moss Kanter and David V Summers
Dilemmas of Performance Measurement in Nonprofit Organizations and the Need for a Multiple-Constituency Approach
The Welfare State, the Professions and Citizens - Margareta Bertilsson
Consumerism and the Public Sector - Jenny Potter
How Well Does the Coat Fit?
Organizational Culture - V Lynn Meek
Origins and Weaknesses
Personnel and Public Management - Hans Weggemans
Introduction
Rationalism in Politics - Michael Oakeshott
Governmentality - Michel Foucault
Limited Government - John Gray
The Criterion of Efficiency - H Simon
Management in the Public Domain - John Stewart and Stewart Ranson
Professional Ethics, Government Agenda and Differential Information - Leonard Wrigley and David McKevitt
PART TWO: CONTROL AND IMPLEMENTATION
Introduction
Charges as Contested Signals - Richard Rose
Organizational Status and Performance - Andrew Dunsire, Keith Hartley and David Parker
Summary of the Findings
Lawyers Go to Hospital - Joseph M Jacob
Accounting and the Pursuit of Efficiency - Anthony Hopwood
Implementation and Ambiguity - Vicki Eaton Baier, James G March and Harald S[oe together]tren
Investigating Policy Coordination - L Challis et al
Issues and Hypotheses
PART THREE: RESPONSIVENESS AND PERFORMANCE
Introduction
Interpretations and Implications - Patricia Day and Rudolf Klein
Performance Indicators - Neil Carter
`Backseat Driving' or `Hands Off' Control
Doing Well While Doing Good - Rosabeth Moss Kanter and David V Summers
Dilemmas of Performance Measurement in Nonprofit Organizations and the Need for a Multiple-Constituency Approach
The Welfare State, the Professions and Citizens - Margareta Bertilsson
Consumerism and the Public Sector - Jenny Potter
How Well Does the Coat Fit?
Organizational Culture - V Lynn Meek
Origins and Weaknesses
Personnel and Public Management - Hans Weggemans