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Zusatztext "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 Informationen zum Autor 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 Klappentext 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. Zusammenfassung The work of a manager in a service organisation is not the same as the work of a manager in a...
