The highly-anticipated sixth edition of Norman Flynn's Public Sector Management continues to provide students with an insightful, jargon-free description, analysis and critique of the management of the public sector by the UK government. New to the sixth edition: * Fully updated to take account of the coalition government and the impact of the financial crisis on public spending. * Four new chapters on managing public finance, e-government, regulation and public-private partnerships. * Expanded learning features including:, additional boxed examples, annotated suggestions for further reading…mehr
The highly-anticipated sixth edition of Norman Flynn's Public Sector Management continues to provide students with an insightful, jargon-free description, analysis and critique of the management of the public sector by the UK government. New to the sixth edition: * Fully updated to take account of the coalition government and the impact of the financial crisis on public spending. * Four new chapters on managing public finance, e-government, regulation and public-private partnerships. * Expanded learning features including:, additional boxed examples, annotated suggestions for further reading and suggestions for discussion topics and references to journal articles. * New with free access to full-text journal articles, policy documents, links to useful websites, and relevant multimedia and social media resources. www.sagepub.co.uk/flynn6 Public Sector Management will prove invaluable reading for students studying public sector management as part of a business, management, social policy, politics or sociology degree.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Norman Flynn was the Director of the Centre for Financial and Management Studies, SOAS, University of London. He was previously been Chair Professor of Public Sector Management at City University of Hong Kong and held academic posts at London School of Economics, London Business School and the University of Birmingham. He has written about public sector management in the United Kingdom, Europe and Asia, public sector reform in developing countries and about the relationship between business government and society in Asia. Recent books include Public Sector Reform: An Introduction (European Commission); Public Sector Management (Sage, London); The Market and Social Policy in China (edited with Linda Wong) (Palgrave Macmillan); Miracle to Meltdown in Asia: Business, Government and Society (Oxford University Press) (last two both translated in Chinese), and (with Franz Strehl) Public Sector Management in Europe (Pearson). Further publications are listed on his website: www.normanflynn.me.uk He has training experience in Slovenia, China, Kenya, South Africa, the United Kingdom, Ukraine, Georgia, Sweden, Norway, Finland and Scotland.
Inhaltsangabe
PART ONE: THE PUBLIC SECTOR IN THE UNITED KINGDOM Private and Public Sectors Devolution and Difference Permanent Structural Change Central Government The National Health Service Local Government Local Authority Funding Direct Controls Hollow State? PART TWO: POLITICS AND THE PUBLIC SECTOR Political Differences The Role of the State The Third Way The Big Society A Centralised or Decentralised State? Politics and Management: Values PART THREE: PUBLIC SPENDING The Macro-Economic Policy Context Fiscal Policy and the Economic Cycles What Is the Money Spent On? Where Does the Money Come from? Public Spending in the Devolved Administrations Why Is the Level of Public Spending Important? The Fiscal Crisis of 2008 and Its Aftermath PART FOUR: SOCIAL POLICIES AND MANAGEMENT Choice of Policy Instrument Trends in Policy and Management Income Maintenance Community Care Education Criminal Justice Health Policy: The National Health Service Housing PART FIVE: MANAGING PUBLIC FINANCE A Brief History of Financial Management in Government Budgeting at National Level The National Health Service The Art of Cutting Budgets PART SIX: MANAGING PERFORMANCE Why Measure and Manage Performance? The Three E S The National Health Service Education Individuals and Organisational Performance Performance Management and Policy Evaluation Managerial Discretion League Tables The Coalition PART SEVEN: E-GOVERNMENT The Ambition The Achievement The Challenges The Coalition's Response CUSTOMER-CITIZEN ORIENTATION Customers, Voters and Citizens Approaches to Customer Orientation Contradictions in Customer/Citizen Orientation PART EIGHT: AUDIT AND INSPECTION From Conformance to Performance Audit Children and Education Prisons Care Quality Commission Learning to Deal with Inspection PART NINE: COLLABORATION AND JOINED-UP GOVERNMENT Fragmentation and Co-ordination Sure Start The Coalition Government and Collaboration THE USE OF THE MARKET IN PUBLIC SERVICES Markets and Quasi-Markets Why Rule by Markets? A Competitive Spectrum Managing in the Competitive Environment PART TEN: OUTSOURCED AND PRIVATIZED SERVICES PART ELEVEN: MANAGING THROUGH CONTRACTS The Contracting Environment Contracting and Commissioning The NHS and Community Care The European Union Directives Obligational and Adversarial Contracting Success and Failure in Contracting PART TWELVE: PUBLIC-PRIVATE PARTNERSHIPS Why PPPs? Types of Agreement Prisons Metronet 2003-2007 Building Schools for the Future 2004-2010 Hospitals Urban Regeneration/Property Development Highways Is There a Future for PPP? PART THIRTEEN: REGULATION Regulation Power Water and Sewerage The Railway CONCLUSIONS Efficiency Overheads and Transaction Costs Contractual Relationships The Citizen-Consumer The Universal Database The Future of Public Finance and Financial Management Inspection, Audit and Regulation
Chapter 1: The Public Sector in the United Kingdom in a Global Context Chapter 2: Politics and the Public Sector Chapter 3: Public Policy and Strategy Chapter 4: Public Spending and Financial Management Chapter 5: Managing Performance Chapter 6: E-Government Chapter 7: Accountability, Transparency and Ethics Chapter 8: Outsourcing Chapter 9: Public-Private Partnerships Chapter 10: Regulation of Infrastructure and Utilities Chapter 11: Social Enterprises, Non-Profits and the Third Sector
PART ONE: THE PUBLIC SECTOR IN THE UNITED KINGDOM Private and Public Sectors Devolution and Difference Permanent Structural Change Central Government The National Health Service Local Government Local Authority Funding Direct Controls Hollow State? PART TWO: POLITICS AND THE PUBLIC SECTOR Political Differences The Role of the State The Third Way The Big Society A Centralised or Decentralised State? Politics and Management: Values PART THREE: PUBLIC SPENDING The Macro-Economic Policy Context Fiscal Policy and the Economic Cycles What Is the Money Spent On? Where Does the Money Come from? Public Spending in the Devolved Administrations Why Is the Level of Public Spending Important? The Fiscal Crisis of 2008 and Its Aftermath PART FOUR: SOCIAL POLICIES AND MANAGEMENT Choice of Policy Instrument Trends in Policy and Management Income Maintenance Community Care Education Criminal Justice Health Policy: The National Health Service Housing PART FIVE: MANAGING PUBLIC FINANCE A Brief History of Financial Management in Government Budgeting at National Level The National Health Service The Art of Cutting Budgets PART SIX: MANAGING PERFORMANCE Why Measure and Manage Performance? The Three E S The National Health Service Education Individuals and Organisational Performance Performance Management and Policy Evaluation Managerial Discretion League Tables The Coalition PART SEVEN: E-GOVERNMENT The Ambition The Achievement The Challenges The Coalition's Response CUSTOMER-CITIZEN ORIENTATION Customers, Voters and Citizens Approaches to Customer Orientation Contradictions in Customer/Citizen Orientation PART EIGHT: AUDIT AND INSPECTION From Conformance to Performance Audit Children and Education Prisons Care Quality Commission Learning to Deal with Inspection PART NINE: COLLABORATION AND JOINED-UP GOVERNMENT Fragmentation and Co-ordination Sure Start The Coalition Government and Collaboration THE USE OF THE MARKET IN PUBLIC SERVICES Markets and Quasi-Markets Why Rule by Markets? A Competitive Spectrum Managing in the Competitive Environment PART TEN: OUTSOURCED AND PRIVATIZED SERVICES PART ELEVEN: MANAGING THROUGH CONTRACTS The Contracting Environment Contracting and Commissioning The NHS and Community Care The European Union Directives Obligational and Adversarial Contracting Success and Failure in Contracting PART TWELVE: PUBLIC-PRIVATE PARTNERSHIPS Why PPPs? Types of Agreement Prisons Metronet 2003-2007 Building Schools for the Future 2004-2010 Hospitals Urban Regeneration/Property Development Highways Is There a Future for PPP? PART THIRTEEN: REGULATION Regulation Power Water and Sewerage The Railway CONCLUSIONS Efficiency Overheads and Transaction Costs Contractual Relationships The Citizen-Consumer The Universal Database The Future of Public Finance and Financial Management Inspection, Audit and Regulation
Chapter 1: The Public Sector in the United Kingdom in a Global Context Chapter 2: Politics and the Public Sector Chapter 3: Public Policy and Strategy Chapter 4: Public Spending and Financial Management Chapter 5: Managing Performance Chapter 6: E-Government Chapter 7: Accountability, Transparency and Ethics Chapter 8: Outsourcing Chapter 9: Public-Private Partnerships Chapter 10: Regulation of Infrastructure and Utilities Chapter 11: Social Enterprises, Non-Profits and the Third Sector
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