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Exploring Public Sector Strategy

Exploring Public Sector Strategy


Oct 2000, Paperback, 352 pages
ISBN13: 9780273646877
ISBN10: 0273646877
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This new book in the Exploring Corporate Strategy Series brings together a selection of 17 chapters which provide readers with material on a range of important strategic issues of particular relevance to the public sector. The chapters cover most of the major strategic themes from Exploring Corporate Strategy which is also reflected in the chapter sequence.

1. The implications of 'publicness' for strategic management theory., John Alford
2. The processes of strategy development in the public sector, Nardine Collier, Frank Fishwick & Gerry Johnson
3. Global influences on the public sector, Jan Eppink & Steven de Waal
4. Trust and distrust in regulation and enforcement, Ray Puffitt & Les Prince
5. Measuring up to the best: A manager's guide to benchmarking, Mik Wisnieski
6. The best value initiative, Simon Speller
7. Clinical governance, David Herbert
8. The Maslin Multi-Dimensional Matrix: A new tool to aid strategic decision making in the public sector, Les Prince & Ray Puffitt
9. Stakeholder mapping: A practical tool for public sector managers, Kevan Scholes
10. Implications of ownership for strategy: The example of commercial semi-state bodies in Ireland, Eleanor Doyle
11. Formation and control of public-private partnerships: A stakeholder approach, Richard Butler & Jaz Gill
12. Public sector partnerships and public/voluntary sector partnerships: The Scottish experience, Sandra Hill
13. Strategy and structures in the public sector, Kevan Scholes
14. The relationship between quality, approaches to management control, and the achievement of best value in public sector professionals service organisations, Barbara Harrington, Kevin McLoughlin & Duncan Riddell
15. Business process re-engineering in the public sector: A case study of the Contributions Agency, John McAuley
16. Devolution and control within the UK public sector: National Health Service Trusts, Tom Forbes
17. Mapping and re-mapping organisational culture: A local government example, Gerry Johnson
Index

  • Sets a broad scene about the content and processes of strategy making in the public sector - with some private sector comparison.
  • Covers important issues in the business environment of the public sector - global influences and regulation.
  • Covers the strategic capability of public sector organisations, looking at their ability to provide best value services - this includes benchmarking, the best value initiative, clinical governance and portfolio analysis.
  • Issues of ownership and accountability are covered in two chapters on stakeholder mapping and commercial freedom in the public sector.
  • Includes coverage of Partnerships - a theme of growing importance - looking at the various types of partnership between public sector organisations and within the voluntary and private sectors.
  • Discusses the topic of structure and management control, reflecting concerns about accountability, managing a professional workforce and the IT revolution.
  • Addresses culture and cultural change as an issue of critical importance when managing change in the public sector.