By Tony L. Doherty
Concentrating on swap as a continuing consider the administration of any association, this informative publication is helping the coed and practitioner to advance the talents and information they require to underpin the paintings of a latest carrier supervisor in rapidly-changing public quarter corporations - even if publicly owned, privately controlled or sub-contracted. Taking a particular method, emphasizing administration and organizational studying as keys to organizational good fortune, this introductory textual content is solidly functional and is supported via powerful pedagogical beneficial properties together with: case reviews evaluation questions illustrative vignettes. This entire textual content has been in particular designed and built to satisfy the wishes of scholars learning public companies administration at undergraduate, certificates degree and postgraduate point. It permits the reader to increase transferable abilities in considering and studying as they paintings in the course of the publication and provides higher understanding of some great benefits of non-stop studying for employees and bosses.
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Additional info for Managing Public Services: Implementing Changes
Sample text
We look at how these resources can be obtained and how to check that they are used economically, effectively, efficiently and ethically (Chapters 9, 10 and 11). Making decisions about change and communicating them requires systems to manage the flow of information. We find that information technology not only enables change but also forces other changes in its wake (Chapter 12). We look at the beneficial relationship between change and learning (Chapter 13). We then switch our focus from managing change to changing managers when we look at managing personal development (Chapter 14).
Rigid job descriptions are the exception. 10 Loose/tight control mechanisms Excellent companies encourage high levels of autonomy, empowerment and risk-taking. They also apply strict financial control and have clear performance targets. this while maintaining the day-in-day-out delivery of public services to increasing numbers of people, demonstrating competence in at least six different roles: managing resistance and change; managing operations and activities; managing finance and resources; managing communication and information; managing learning and personal development; and managing groups and individuals.
81. 63 Morley, D. (1993) ‘Strategic Direction in British Public Services’. Journal of Long Range Planning, vol. 26. 64 HMSO (1991) Making the Most of the Next Steps. 65 Keen and Scase, op. , p. 82. , op. , p. 16. 67 Pollitt, op. cit. 68 Peters and Watermann, op. cit. , op. cit. , p. 32. 71 Starkey, K. (1996) How Organisations Learn. ITP Business Press, p. 2. 72 Ranson, S. and Stewart, J. (1994) Management for the Public Domain. Enabling the Learning Society. Macmillan, p. 246. ROLE ONE MANAGING CHANGE In Chapter 1 we examined some of the major changes that were taking place at the turn of the century.