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Personal and Organizational Development in Public Management will be invaluable reading for graduate students on Public Management courses, middle to senior managers working in public sector organisations throughout the world including healthcare, local, regional and central governments, the police and prison service. It will also be of relevance to a wider market of managers working in private and third sector organisations where there may be an integral element of public service provision.
List of contents
PART I - Personal development in the context and practice of public service management Chapter one: Introduction and overview
Chapter two: The context and practice of public service management
Chapter three: Public service management and personal development - towards a conceptual framework
PART II - Personal development themes
Chapter four: How do managers learn?;
Chapter five: Perception and Communication
Chapter six: Personality and Emotional Intelligence
Chapter seven: Values, Ethics and Integrity
Chapter eight: Managing Stress and Building Resilience
Chapter nine: Presentation of self
Chapter ten: Conclusions
About the author
Ann Mahon is Associate Head of Teaching in the Innovation, Management and Policy Division of Manchester Business School and Senior Fellow in the Health Group
Summary
Public service management is big global business and accounts for massive spending by governments in countries across the globe, rich and poor, developed and developing, left and right leaning, northern and southern hemisphere. Personal skills, such as flexibility, adaptability, communication and resilience, are increasingly valued by employers in the public sector. Learning and Personal Development for Public Service Managers explores key learning and personal development themes in the context of public sector management and from an international perspective.
Inevitably there are different management challenges and experiences in different contexts but there are also similarities and the frameworks employed in this book provide useful analytical tools to aid learning and personal development. Divided into two parts Personal and Organizational Development in Public Management seeks to explore the relationships between the context of public service management (macro-level analysis), the practice of public service management (meso-level analysis) and the implications for learning and personal development (micro-level analysis).
The book will be invaluable reading for graduate students on Public Management courses, middle to senior managers working in public sector organisations throughout the world including healthcare, local, regional and central governments, the police and prison service. It will also be of relevance to a wider market of managers working in private and third sector organisations where there may be an integral element of public service provision.
