Tony L. Doherty (UK SOAS London University), Terry Horne (UK Lancaster Business School), Simon Wootton

Managing Public Services - Implementing Changes

A Thoughtful Approach to the Practice of Management

• Broschiertes Buch

Produktbeschreibung

2nd edition. For students and managers who intend to work in a service organisation.

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Produktdetails

• Verlag: Taylor & Francis Ltd
• 2 ed
• Seitenzahl: 784
• Erscheinungstermin: 13. Dezember 2013
• Englisch
• Abmessung: 241mm x 188mm x 38mm
• Gewicht: 1478g
• ISBN-13: 9780415414517
• ISBN-10: 0415414512
• Artikelnr.: 23246305

Autorenporträt

Tony L. Doherty is Director of Research and Enterprise, SOAS London University, is senior manager, author, academic, performance improvement consultant and Director of a Social Enterprise. Previously he has worked as a Knowledge Transfer manager in three UK universities. As well as a wide variety of management subjects, he has taught religious studies and theology, and has worked for the European Commission. He has 30 years' experience of managing public services in the voluntary sector, social enterprises, local and national government, international agencies, working with police, probation, offender management, youth, social, education, urban regeneration and health services Terry Horne, Lancashire Business School, is an author, academic and general management consultant with a special interest in public service organizations. His clients have included the BBC, the NHS, the Crown Agents, local government, colleges of further and higher education, ICI, Pfizer pharmaceuticals, British Gas, The Children of Russia Foundation and the Institute of Management. He was formerly a director of BTR, owners of Dunlop, and Colt International, owners of Pratt & Whitney Aerospace Simon Wootton is Chief Operating Officer of North Manchester Clinical Commissioning Group, is a senior manager, as well as an author and volunteer children's event organiser for Diabetes UK. Simon has previous senior management experience in the Pharmaceutical Industry with Pfizer, Eli Lilly and Ivax Pharmaceuticals. He was also a Chief executive of an independent Mental Health service. He is a qualified Biochemist and was part of the NHS General Management Scheme

Inhaltsangabe

First Thoughts 1. Managing in the Changing Context of Public Services Role
1: Managing Change 2. Managing Resistance to Change in Public Services 3.
Managing Strategy and Change in Public Services Role 2: Managing Operations
and Activities 4. Managing the Market for Public Services 5. Generating
Social Capital and Managing Social Enterprise 6. Managing the Quality of
Public Services Role 3: Managing People 7. Managing Groups and Leading
Teams in Public Services 8. Managing Leadership and Motivation in Public
Services 9. Managing Individuals in Public Services Role 4: Managing
Finance and Resources 10. Managing Budgets in Public Services 11. Managing
Resources in Public Services 12. Managing Audit, Accountability and
Performance in Public Services Role 5: Managing Information 13. Managing
Information and Communication in Public Services Role 6: Managing Learning
and Personal Development 14. Managing Learning in Public Services 15.
Managing Personal Development in Public Services Final Thoughts 16.
Management Values - Management as Religion