This study, with contributions from both scholars and practitioners, examines the theory and practice of public sector ethics across a broad range of environments.

The widespread restructuring and privatization of UK public services has fundamentally changed the nature of society. This text is an examination of all aspects of public sector management. It includes: recent developments in the public sector and policy making; analysis of the role of markets and quasi markets in the allocation and delivery of public services; the heuristics and dialectics of resource allocation; news stories from the press, such as the story of "child B" to illustrate arguments; and two diagnostic inventories "Monksbane and Feverfew" and "RAPS" which readers can use to assess their own values about public services.

This volume uses original research to assess the innovative capacity of voluntary organizations. It provides:
* a conceptual framework for understanding the innovative capacity of voluntary organizations
* empirical evidence detailing the nature and extent of innovation
* an analysis of successful innovators in personal social services
* the applicability of the for-profit model of innovation to non-profit organizations
* an account of the contingent nature of voluntary organizations' relationship to their external environment and particularly their main funders.
The development of a theory of innovation in non-market and non-profit conditions makes this volume an important addition to organizational studies literature.

eBook available with sample pages: EB:0203068017

The main focus of downsizing has shifted from the private to the public sector. The cutbacks began in the Department of Defense. Now the goal is a federal civilian workforce reduction of 12 percent by the year 2000.

This pioneering study looks at the management of workforce reductions in the public sector both in theory and in practice. Three case studies -- of the Defense Logistics Agency, the Bureau of Reclamation, and the Food and Drug Administration -- illustrate the organizational, managerial, and human dimensions of attempting to improve performance with reduced resources. The author draws on extensive interviews with senior executives and middle managers in the three agencies; at the General Accounting Office, the Office of Personnel Management, and the National Performance Review; the Senior Executives Association and the Federal Managers Association; and scholars and researchers.

In a larger sense, this work pushes the boundaries of knowledge concerning organizational change and makes a significant contribution to organization theory. It offers important new insights not only for public sector managers but for organization theorists and management specialists whose work on downsizing has been presumed but not shown to be applicable to the public sector.

In the public sector at the moment resources are scarce - or at the very least finite and limited - how they are allocated is therefore of crucial importance.
This book analyses this process and examines the competing values that underlie the public service ethic, including the role of markets and quasi-markets, in the delivery of public services.
Topics discussed include:
* whether people should be denied the public services they need because public bodies are short of money
* what balance we should strike between markets and public organisations to provide public services
* whether the use of markets has gone too far and whether we need to return to a public service ethic

The main focus of downsizing has shifted from the private to the public sector. The cutbacks began in the Department of Defense. Now the goal is a federal civilian workforce reduction of 12 percent by the year 2000. This pioneering study looks at the management of workforce reductions in the public sector both in theory and in practice. Three case studies -- of the Defense Logistics Agency, the Bureau of Reclamation, and the Food and Drug Administration -- illustrate the organizational, managerial, and human dimensions of attempting to improve performance with reduced resources. The author draws on extensive interviews with senior executives and middle managers in the three agencies; at the General Accounting Office, the Office of Personnel Management, and the National Performance Review; the Senior Executives Association and the Federal Managers Association; and scholars and researchers. In a larger sense, this work pushes the boundaries of knowledge concerning organizational change and makes a significant contribution to organization theory. It offers important new insights not only for public sector managers but for organization theorists and management specialists whose work on downsizing has been presumed but not shown to be applicable to the public sector.

The Office of Management and Budget (OMB) occupies a critical juncture in relations between the office of the President, the Executive Branch, and Congress. Through its budgetary, managerial, and regulatory review mandates, it can function as an "enforcer" with a significant impact on public policy and its implementation_ Despite this, OMB has maintained a low profile in recent years, and has eluded focused attention. Remarkably, this is the fast study of OMB to appear in nearly two decades-a time of momentous change both in presidential-congressional relations and in U.S. budgetary politics, including the short-lived line-item veto. The book will be extremely useful not just to students of public policy but to anyone trying to work effectively with federal, state, or local budget offices.

Battery Park City in Manhattan has been hailed as a triumph of urban design, and is considered to be one of the success stories of American urban redevelopment planning. The flood of praise for its design, however, can obscure the many lessons from the long struggle to develop the project. Nothing was built on the site for more than a decade after the first master plan was approved, and the redevelopment agency flirted with bankruptcy in 1979.
Taking a practice-oriented approach, the book examines the role of planning and development agencies in implementing urban waterfront redevelopment. It focuses upon the experience of the central actor - the Battery Park City Authority (BPCA) - and includes personal interviews with executives of the BPCA, former New York mayors John Lindsay and Ed Koch, key public officials, planners, and developers. Describing the political, financial, planning, and implementation issues faced by public agencies and private developers from 1962 to 1993, it is both a case study and history of one of the most ambitious examples of urban waterfront redevelopment.

This text argues that policy has become an increasingly central concept and instrument in the organization of contemporary societies, and that it now impinges on all areas of life so that it is virtually impossible to ignore or to escape its influence. Applying their fieldwork theme of "treating the familiar as strange", and by focusing on Europe and North America, the contributors provide anthropological insights into the new structures through which it is articulated. The text addresses both a practitioner and academic audience, it should find its readership in anthropology, development studies, public administration and management theory.

The authors argue that policy has become an increasingly central concept and instrument in the organization of contemporary societies and that it now impinges on all areas of life so that it is virtually impossible to ignore or escape its influence. This book shows how the study of policy leads directly to issues at the heart of anthropology.

Private prisons have become an integral part of the penal system in the United States, the United Kingdom, and Australia. There already are over 100 such prisons in these countries, and with the number of prisoners continuing to increase rapidly, the trend toward privatization seems irreversible. In this context, Richard Harding addresses the following issues: the contributions, positive or negative, that private prisons make to providing custody for offenders; whether or not private prisons stimulate improvement within the public prison system; and the difficulties with the regulation and accountability of private prisons.

This book sets out to explore the contribution of private prisons to custodial practices, standards, and objectives. Many experts believe that, properly regulated and fully accountable, private prisons could lead to improvement within the public prison system, which has long been degenerate and demoralized. Harding sees the total prison system as a single entity, with two components: public and private. He relies upon extensive fieldwork and draws upon published literature as well as in-house documentation, discussions with public and private authorities, and a range of government documents.

Key issues covered in Private Prisons and Public Accountability are: overcrowding, program delivery, prisoners' rights, quality of staff, and financial control. This volume will be a significant addition to the criminal justice literature, but it will also appeal to sociologists, policymakers, and scholars interested in the privatization of various institutions in our society.

This second edition reviews recent reforms and the likely impact of future developments in management and competition in the NHS. In particular, it reflects the growing importance of primary care and the continuing debates about health care rationing. It concentrates on the realities and how they can be interpreted to help strategists, managers, clinicians, students and those supplying the NHS understand the mechanism of efficient health care delivery.

* A practical introduction to the business of management for doctors and managers at all levels * This simple guide provides easy-to-use tools and techniques * It explains jargon, presents managerial tasks in context and provides managerial models

This study examines management systems and their appropriateness to the National Health Service. The text considers the role of clinicians in management, recommending increased involvement by clinicians, and arguing that they must take on a greater management role in the reformed health service. The author suggests that conultants are best placed to manage the NHS efficiently and cost-effectively. In a system where non-clinical staff have come to dominate NHS management, and where purchasers determine what services are to be provided and the Patient's Charter defines the parameters of practice, doctors have genuine reasons to be hostile to the idea of involvement in hospital management. However, the author of this book warns of the danger to the health service and to patient care if consultants are sidelined. He considers management systems and the most suitable roles of clinicians in practice. In proposing models for change, he aims to transform the professional lives of clinicians.

This book is your guide to becoming an empowerment leader. Its purpose: to redirect and re-energize leadership in government.
If you are involved in any form of government leadership, this new publication will show you exactly how to develop and implement the principles of empowerment and improve quality.
Transformational Leadership in Government is written for administrators and managers who are committed to improving the efficiency and effectiveness of their staff. Koehler and Pankowski illustrate how true leadership is the creation of a working environment that encourages those closest to the problem to take the responsibility for solving it.
The authors provide new principles of leadership that will enable leaders to successfully manage any government organization. The book focuses on governmental organizations that should be customer driven, process oriented, team based, and data driven. The essence of Transformational Leadership in Government can be summed up in the words of W. Edwards Deming: Give the worker a chance to work with pride.

The shift of services from acute hospitals to general practice requires clinicians to become actively involved in the process of change. This book sets out to demonstrate that with careful planning, implementation and evaluation of this process, problems can be avoided and the quality of service enhanced. The authors demonstrate a clear understanding of the practical issues involved and their evident enthusiasm for the opportunities now available will stimulate innovation in hospital staff, the health care team in general practice and NHS managers responsible for the delivery of a more efficient and responsible service.

Outcome in the management of public services refers to the impact of a particular public sector activity. This book provides a critical assessment of the way outcome is measured, exploring the need to balance objective and subjective forms of

This text is based on the practical experience of pilot schemes which have identified a variety of opportunities and innovative ideas which others can adopt and develop. This book is a reference for principals and managers of fundholding practices, those thinking about becoming fundholders, and for the managers of provider units seeking to expand their services, including the commissioning authorities.

Using practical examples, this book demonstrates how a theoretical model for shared care operates in practice to deliver improved health outcomes within limited resources. It shows how clinically-led initiatives can influence health care commissioning strategies, and how the implementation of the model meets the needs of clinicians, purchasers and providers. The model and evaluation protocols advocated here provide a firm foundation for the development of shared care in the future.

* What is NHS purchasing and where is it going? * What are the resource implications of shared care policies? * Why are casemix and clinical coding important in pricing contracts? * What should be the role of marketing in the NHS? * Where should a medical director's loyality lie? These are the sort of questions which clinical staff at all levels in today's NHS are expected to grasp. Navigating the NHS provides the answers. The full range of current management issues is explored, and each topic is presented clearly and concisely by authors with expert knowledge and experience. Navigating the NHS is written for the uninitiated, who need to absorb the central arguments rapidly. It is ideal for those seeking promotion. But the calibre fo the contributions is such that clinicians who already have considerable managerial responsibilities and even health service managers themselves will find it fascinating, challenging and enlightening.

A detailed study of the changes which have taken place in the British Civil Service since 1979. It is intended for political and policy scientists, and sociologists.

Outcome in the management of public services refers to the impact of a particular public sector activity. This book provides a critical assessment of the way outcome is measured, exploring the need to balance objective and subjective forms of

Controls on the bureaucracy through administrative due process and presidential and congressional prerogatives are the focus of this book. The author examines these controls and assesses the trade-offs among them.

Controls on the bureaucracy through administrative due process and presidential and congressional prerogatives are the focus of this book. The author examines these controls and assesses the trade-offs among them.

Total Quality is a practical, proven approach to management that is successfully being applied throughout American industry-and more recently in health care organizations.
Total Quality in Radiology: A Guide to Implementation is designed to be used by the neophyte or experienced quality improvement practitioner. Written by two authors with extensive experience in departmental leadership, problem solving, and improvement programs, this new book provides the reader with a step-by-step, practical approach for implementing total quality in a radiology department.
The book covers all the principles of total quality and provides the basic tools necessary to begin and implement a detailed QI program.
For the administrator, there are examples of actual radiology improvement projects that have been implemented in U.S. hospitals-including successes and setbacks. Lessons learned and pitfalls are openly discussed.
For the radiologist, there is a fresh new look at quality from the "customer's" perspective-the patient and referring physician. Examples of programs "in operation" are provided as well as suggestions for other areas where radiology-initiated quality programs may have a positive impact on patient outcome.
This book has something for those who want relief from crisis management and wish to maintain an abiding commitment to an improved health care workplace.