McKevitt / Lawton | Public Sector Management | Buch | sack.de

McKevitt / Lawton Public Sector Management



Theory, Critique and Practice

1. Auflage 1994, 320 Seiten, Kartoniert, Paperback, Format (B × H): 156 mm x 234 mm, Gewicht: 488 g Reihe: Published in association with The Open University
ISBN: 978-0-8039-7713-6
Verlag: Sage Publications UK


McKevitt / Lawton Public Sector Management

Drawing together key contributions to the field, this innovative Reader provides a broad-ranging overview of both the theory and practice of public service management. The book: outlines the social, political and economic contexts in which management has emerged as a crucial issue in the public sector of modern democratic countries; introduces the major theories, issues and concepts involved in defining and understanding public sector management; analyzes some of the key values underpinning the idea of the public domain; and examines some of the main challenges in terms of particular strategies, techniques and competences which have been proposed to improve management for public services. Public Sector Management is a Course Reader for The Open University course B887 Managing Public Services.

Weitere Infos & Material


PART ONE: THE CONTEXT OF IDEAS
Introduction
Rationalism in Politics - Michael Oakeshott
Governmentality - Michel Foucault
Limited Government - John Gray
The Criterion of Efficiency - H Simon
Management in the Public Domain - John Stewart and Stewart Ranson
Professional Ethics, Government Agenda and Differential Information - Leonard Wrigley and David McKevitt
PART TWO: CONTROL AND IMPLEMENTATION
Introduction
Charges as Contested Signals - Richard Rose
Organizational Status and Performance - Andrew Dunsire, Keith Hartley and David Parker
Summary of the Findings
Lawyers Go to Hospital - Joseph M Jacob
Accounting and the Pursuit of Efficiency - Anthony Hopwood
Implementation and Ambiguity - Vicki Eaton Baier, James G March and Harald S[oe together]tren
Investigating Policy Coordination - L Challis et al
Issues and Hypotheses
PART THREE: RESPONSIVENESS AND PERFORMANCE
Introduction
Interpretations and Implications - Patricia Day and Rudolf Klein
Performance Indicators - Neil Carter
`Backseat Driving' or `Hands Off' Control
Doing Well While Doing Good - Rosabeth Moss Kanter and David V Summers
Dilemmas of Performance Measurement in Nonprofit Organizations and the Need for a Multiple-Constituency Approach
The Welfare State, the Professions and Citizens - Margareta Bertilsson
Consumerism and the Public Sector - Jenny Potter
How Well Does the Coat Fit?
Organizational Culture - V Lynn Meek
Origins and Weaknesses
Personnel and Public Management - Hans Weggemans


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