Managing public services-implementing changes: a thoughtful approach to the practice of management /
Doherty, Tony L.
Managing public services-implementing changes: a thoughtful approach to the practice of management / Tony L. Doherty, Terry Horne and Simon Wootton. - Second edition - London: Routledge, 2014. - xxii, 760 pages: illustrations; 24 cm.
Includes index.
First thoughts -- Managing in the changing context of public services -- Role One: Managing change -- Managing innovation and resistance to change in public services -- Managing strategy and change in public services -- Role Two: Managing operations and activities -- Managing the market for public services -- Managing social enterprises and generating social capital -- Managing the quality of public services -- Role Three: Managing people -- Managing groups and leading teams in public services -- Managing leadership and motivation in public services -- Managing individuals in public services -- Role Four: Managing finance and resources -- Managing budgets in public services -- Managing resources in public services -- managing audit, accountability and performance in public services -- Role Five: Managing information -- Managing information and communications in public services -- Role Six: Managing learning and personal development -- Managing learning in public services -- Managing personal development in public services -- Final thoughts -- Managing values: management as religion
Focusing on change as a constant factor in the management of any organization, this book helps students and practitioners to develop the skills and knowledge they require to underpin the work of a modern service manager in rapidly-changing public sector organizations - whether publicly owned, privately managed or sub-contracted. - From the Book
9780415414517
Institutional Fund
Public administration.
Government business enterprises--Management.
Managing public services-implementing changes: a thoughtful approach to the practice of management / Tony L. Doherty, Terry Horne and Simon Wootton. - Second edition - London: Routledge, 2014. - xxii, 760 pages: illustrations; 24 cm.
Includes index.
First thoughts -- Managing in the changing context of public services -- Role One: Managing change -- Managing innovation and resistance to change in public services -- Managing strategy and change in public services -- Role Two: Managing operations and activities -- Managing the market for public services -- Managing social enterprises and generating social capital -- Managing the quality of public services -- Role Three: Managing people -- Managing groups and leading teams in public services -- Managing leadership and motivation in public services -- Managing individuals in public services -- Role Four: Managing finance and resources -- Managing budgets in public services -- Managing resources in public services -- managing audit, accountability and performance in public services -- Role Five: Managing information -- Managing information and communications in public services -- Role Six: Managing learning and personal development -- Managing learning in public services -- Managing personal development in public services -- Final thoughts -- Managing values: management as religion
Focusing on change as a constant factor in the management of any organization, this book helps students and practitioners to develop the skills and knowledge they require to underpin the work of a modern service manager in rapidly-changing public sector organizations - whether publicly owned, privately managed or sub-contracted. - From the Book
9780415414517
Institutional Fund
Public administration.
Government business enterprises--Management.