2nd Edition

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

    784 Pages 125 Color & 4 B/W Illustrations
    by Routledge

    784 Pages 125 Color & 4 B/W Illustrations
    by Routledge

    784 Pages 125 Color & 4 B/W Illustrations
    by Routledge

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    The work of a manager in a service organisation is not the same as the work of a manager in an organisation that manufactures goods. Managing Public Services, Implementing Changes – A Thoughtful Approach 2e, is for students and managers who intend to work in a service organisation whether it is owned publicly of privately. This book concentrates on how managers can change things for the better and explains ‘why’ as well as ‘how’.

    The second edition has been fully updated to address challenges facing public services with new material on managing cuts, managing risk, managing innovation, producing funding applications, Lean Management and process review. A new chapter on managing social enterprise and generating social capital has also been added. This text is both solidly practical and theoretically challenging and is supported by strong pedagogical features including: case studies and illustrative vignettes from public service managers working in Europe, Asia, Australia and the US; exercises and review questions. Students will develop learning skills that enable them to transfer their learning from one situation to another and thinking skills that enable them adapt the way that they apply their learning as circumstances change.

    This comprehensive text has been specifically designed and developed to meet the needs of students studying public services management at undergraduate 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.

    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


    Tony L. Doherty is Director of Research and Enterprise, SOAS London University, is senior manager, author, academic, performance improvement consultant and Director of a Social Enterprise. Previously he has worked as a Knowledge Transfer manager in three UK universities. As well as a wide variety of management subjects, he has taught religious studies and theology, and has worked for the European Commission. He has 30 years’ experience of managing public services in the voluntary sector, social enterprises, local and national government, international agencies, working with police, probation, offender management, youth, social, education, urban regeneration and health services

    Terry Horne, Lancashire Business School, is an author, academic and general management consultant with a special interest in public service organizations. His clients have included the BBC, the NHS, the Crown Agents, local government, colleges of further and higher education, ICI, Pfizer pharmaceuticals, British Gas, The Children of Russia Foundation and the Institute of Management. He was formerly a director of BTR, owners of Dunlop, and Colt International, owners of Pratt & Whitney Aerospace

    Simon Wootton is Chief Operating Officer of North Manchester Clinical Commissioning Group, is a senior manager, as well as an author and volunteer children’s event organiser for Diabetes UK. Simon has previous senior management experience in the Pharmaceutical Industry with Pfizer, Eli Lilly and Ivax Pharmaceuticals. He was also a Chief executive of an independent Mental Health service. He is a qualified Biochemist and was part of the NHS General Management Scheme

    "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