How well do governments do in converting the resources they take from us, like taxes, into services that improve the well-being of individuals, groups, and society as a whole? In other words: how well do they perform? In this book, Colin Talbot examines how we can understand this issue of performance in the public services.
How well do governments do in converting the resources they take from us, like taxes, into services that improve the well-being of individuals, groups, and society as a whole? In other words: how well do they perform? In this book, Colin Talbot examines how we can understand this issue of performance in the public services.
Colin Talbot is a recognised international expert on performance in the public sector who has worked with governments, public agencies across many countries including Canada, France, and Japan. He has recently been involved in two Prime Minister's seminars in the UK. He's been a specialist adviser to two select committees in Westminster (Treasury and Public Administration) and, uniquely, given expert evidence to committees of all four parliaments in the UK. He has advised the National Audit Office on all their major performance studies over the past decade. He is currently professor of public policy and management at Manchester Business School, where he founded the Herbert Simon Institute for public policy and management. He has authored or edited five previous books, numerous academic articles and is a regular media commentator including for the Financial Times, Guardian, and BBC. He's also the author of the influential Whitehall Watch blog
Inhaltsangabe
1: Introduction Section I: Performance and Theory 2: Problematics of Performance 3: Theories and Performance Section II: Governance and Performance 4: Performance Regimes: Institututions 5: Performance Regimes: Interventions 6: Performance and Public Value(s) Section III: Performance and Organizations 7: Performance and Organizations 8: Performance and Public Organizations Section IV: Conclusions 10: Individual, Managerial, and Organizational Responses 11: Shaping Public Performance
1: Introduction Section I: Performance and Theory 2: Problematics of Performance 3: Theories and Performance Section II: Governance and Performance 4: Performance Regimes: Institututions 5: Performance Regimes: Interventions 6: Performance and Public Value(s) Section III: Performance and Organizations 7: Performance and Organizations 8: Performance and Public Organizations Section IV: Conclusions 10: Individual, Managerial, and Organizational Responses 11: Shaping Public Performance
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