A group of leading social science and management specialists show how management can be harnessed to improve public services.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
List of figures; List of tables; List of contributors; Preface Robin Wensley; 1. The agenda for public service improvement Jean Hartley and Chris Skelcher; Part I. Governance and Accountability: 2. Does governance perform? Concepts, evidence, causalities and research strategies Chris Skelcher; 3. Performativity, management and governance Paul M. Collier; 4. Critical assessment of performance measurement for policy making Michael Pidd; 5. Priority setting in the public sector: turning economics into a management process Cam Donaldson, Angela Bate, Craig Mitton, Stuart Peacock and Danny Ruta; Part II. Performance Metrics: 6. Public service productivity: new approaches to performance measurement in health sectors Mary O'Mahony, Philip Stevens and Lucy Stokes; 7. Performance measurement systems and the criminal justice system: rationales and rationalities Barbara Townley; 8. Valuing public sector outputs Rachel Baker, Helen Mason, Cam Donaldson and Michael Jones-Lee; 9. The use of geodemographics to improve public service delivery Paul A. Longley and Michael Goodchild; Part III. Managing Innovation and Change: 10. The innovation landscape for public service organizations Jean Hartley; 11. Innovation type and organizational performance: an empirical exploration Richard M. Walker and Fariborz Damanpour; 12. Public service failure and turnaround: towards a contingency model George Boyne; 13. Orchestrating complex and programmatic change in the public services Mike Wallace and Michael Fertig; Postscript: 14. Conclusions: current themes and future direction for research Cam Donaldson, Jean Hartley, Chris Skelcher and Mike Wallace; Index.
List of figures; List of tables; List of contributors; Preface Robin Wensley; 1. The agenda for public service improvement Jean Hartley and Chris Skelcher; Part I. Governance and Accountability: 2. Does governance perform? Concepts, evidence, causalities and research strategies Chris Skelcher; 3. Performativity, management and governance Paul M. Collier; 4. Critical assessment of performance measurement for policy making Michael Pidd; 5. Priority setting in the public sector: turning economics into a management process Cam Donaldson, Angela Bate, Craig Mitton, Stuart Peacock and Danny Ruta; Part II. Performance Metrics: 6. Public service productivity: new approaches to performance measurement in health sectors Mary O'Mahony, Philip Stevens and Lucy Stokes; 7. Performance measurement systems and the criminal justice system: rationales and rationalities Barbara Townley; 8. Valuing public sector outputs Rachel Baker, Helen Mason, Cam Donaldson and Michael Jones-Lee; 9. The use of geodemographics to improve public service delivery Paul A. Longley and Michael Goodchild; Part III. Managing Innovation and Change: 10. The innovation landscape for public service organizations Jean Hartley; 11. Innovation type and organizational performance: an empirical exploration Richard M. Walker and Fariborz Damanpour; 12. Public service failure and turnaround: towards a contingency model George Boyne; 13. Orchestrating complex and programmatic change in the public services Mike Wallace and Michael Fertig; Postscript: 14. Conclusions: current themes and future direction for research Cam Donaldson, Jean Hartley, Chris Skelcher and Mike Wallace; Index.
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