Managing Public Services - Implementing Changes: A thoughtful approach to the practice of management

Focusing on change as a constant factor in the management of any organization, this informative book helps the student and practitioner 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. Taking a distinctive approach, emphasizing management and organizational learning as keys to organizational success, this introductory text is solidly practical and is supported by strong pedagogical features including: case studies review questions illustrative vignettes. This comprehensive text has been specifically designed and developed to meet the needs of students studying public services management at undergraduate, certificate diploma and postgraduate level. It allows the reader to develop transferable skills in thinking and learning as they work through the book and gives greater awareness of the benefits of continuous learning for staff and managers.

Table of Contents:
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

About the Author :
Tony Doherty is Director of Research and Enterprise Office at the School of Oriental and African Studies, University of London, UK. Terry Horne is a Senior Lecturer at the University of Central Lancashire Business School, UK.

Review :
"Doherty, Horne and Wootton have thoughtfully developed this second edition upon the solid foundations of the well-established first edition. Notable additions are a chapter on managing social enterprises and sections on innovation, process improvement and emotional intelligence. The text continues to provide a broad overview of both change management and the context of public services. The practical hints and tips throughout the text will continue to resonate with practitioners whilst the activities and case studies at the end of each chapter provide excellent resources for providers of education and training." Dr Ian Elliott, Lecturer and Programme Leader PgCert Public Services Governance, Queen Margaret University, Edinburgh ‘A welcome addition to the teaching and learning resources which reflects the needs of practicing as well as aspiring managers of public services. Clearly written and up to date Doherty et al capture key contemporary debates on public services and provide a wealth of conceptual and practical tools that explain the causes of management challenges and then show how they can be addressed.’ Dr Hans Schlappa, Programme Leader, MSc Leadership and Management in Public Services (LMPS), Business School, Hertfordshire University