Read more
This book explores some of the tensions which arise in institutions where New Public Management methods prevail, introduces different ways of thinking about the task of managing for public good, and offers a radical challenge to the dominant assumptions regarding professional communities of practice.
List of contents
1. The Complexity of Managing in the Public Sector: Introduction ; 2. Calls to Interprofessionalism and ‘Best’ Practice in Healthcare Distract Attention from Everyday Experience: Practical Implication for Leaders and Practice Consultants; 3. The Double Bind of Metrics; 4. Working with Difference: The Emergence of Prejudice When Integrating Care in the National Health Service (NHS); 5. Trust, Metrics and Complexity in Meaning-Making; 6. Corporate Social Responsibility (CSR) in the UK University: From Idealism to Pragmatism; 7. Reflections on How Differing Values and Power Relationships Impact on the Local Implementation of Central Policy Directives in the UK National Health Service; 8. Reworking Meaning through Process Consultancy Interventions; 9. Complexity and the Public Sector: Key Themes
About the author
Chris Mowles is Professor of Complexity and Management at the University of Hertfordshire Business School and Director of the Doctor of Management programme there. He is the author of Complexity: A Key Idea for Business and Society (2021) also published by Routledge.
Karen Norman is Visiting Professor at the University of Hertfordshire Business School, UK, and Visiting Professor at the School of Nursing, Kingston University and St George’s, University of London, UK. She also works as a Non-Executive Director at Queen Victoria Hospital NHS Foundation Trust.
Summary
This book explores some of the tensions which arise in institutions where New Public Management methods prevail, introduces different ways of thinking about the task of managing for public good, and offers a radical challenge to the dominant assumptions regarding professional communities of practice.
