Divided into four sections-public safety agencies, key issues like interoperability and cybercrime, management skills, and emerging trends like the transfer of military technologies to civilian agencies, Managing Public Safety Technology illustrates how essential managing technology is to the success of any project. Based on the authors' years of experience dealing with information systems and other tools, this book offers guidance for line personnel, supervisors, managers, and anyone dealing with public safety technology. Designed for current or future public safety personnel, especially those in management, Managing Public Safety Technology can also be used for undergraduate and graduate public safety management and leadership programs.

A public option is a government-provided social good that exists alongside a similar privately provided good. While the public option is typically identified with health care policy, public options have been a longstanding feature of American life in a variety of sectors, ranging from libraries to swimming pools. Public schools, for example, coexist alongside private schools. However, there is surprisingly little research on 'public options' as a general category. Rather, over the last few decades, considerable scholarly and popular efforts to ensure access to important social goods have focused on market subsidies (like vouchers) or privatization - which both face increasing criticism. Uniting scholars from across disciplines, this volume delves into the theory of the public option, explores several important case studies, and shows how public options could be a corrective to the trend toward privatization and subsidies. This title is also available as Open Access on Cambridge Core.

This essential book explores the early years of military rule following the Free Officers' coup of 1952. Enriched by interviews with actors in and observers of the events, Nasser's Blessed Movement shows how the officers' belief in a quick reformation by force was transformed into a vital, long-term process that changed the face of Egypt. Under Gamal Abdel Nasser, the military regime launched an ambitious program of political, social, and economic reform. Egypt became a leader in Arab and non-aligned politics, as well as a model for political mobilization and national development throughout the Third World. Although Nasser exerted considerable personal influence over the course of events, his rise as a national and regional hero in the mid-1950s was preceded by a period in which he and his colleagues groped for direction, and in which many Egyptians disliked--even feared--them. Joel Gordon analyzes the goals, programs, successes, and failures of the young regime, providing the most comprehensive account of the Egyptian revolution to date. This edition includes a new Introduction that looks back at the post-1952 period from a post-2011 perspective.

The governments of China and the United States - despite profound differences in history, culture, economic structure, and political ideology - both engage the private sector in the pursuit of public value. This book employs the term collaborative governance to describe relationships where neither the public nor private party is fully in control, arguing that such shared discretion is needed to deliver value to citizens. This concept is exemplified across a wide range of policy arenas, such as constructing high speed rail, hosting the Olympics, building human capital, and managing the healthcare system. This book will help decision-makers apply the principles of collaborative governance to effectively serve the public, and will enable China and the United States to learn from each other's experiences. It will empower public decision-makers to more wisely engage the private sector. The book's overarching conclusion is that transparency is the key to the legitimate growth of collaborative governance.

A public option is a government-provided social good that exists alongside a similar privately provided good. While the public option is typically identified with health care policy, public options have been a longstanding feature of American life in a variety of sectors, ranging from libraries to swimming pools. Public schools, for example, coexist alongside private schools. However, there is surprisingly little research on 'public options' as a general category. Rather, over the last few decades, considerable scholarly and popular efforts to ensure access to important social goods have focused on market subsidies (like vouchers) or privatization - which both face increasing criticism. Uniting scholars from across disciplines, this volume delves into the theory of the public option, explores several important case studies, and shows how public options could be a corrective to the trend toward privatization and subsidies. This title is also available as Open Access on Cambridge Core.

Understanding how public policy is made and managed is a key component in studying the disciplines of public management and administration. Such are the complexities associated with this topic, a deeper understanding is vital to ensure that practising public managers excel in their roles.

This textbook synthesizes the key theories, providing a contemporary understanding of public policy and how it relates to private and other sectors. It integrates this with the management and implementation of public policy, including outlines of organizations, practices and instruments used.

Pedagogical features include chapter synopses, learning objectives, boxed international cases and vignettes and further reading suggestions. This useful, concise textbook will be required reading for public management students and all those interested in public policy.

No organisations, change initiative or stakeholder is ever the same. The way business change management is shaped to work with and get the best out of every different change situation makes a vital contribution to the success of the change. The Shape of Change is the first business change management book to focus solely on the practical challenges of how to plan, implement and embed successful business change initiatives in a wide range of organisations from the business change manager's point of view. It focuses on shaping every different change approach to take into consideration each individual situation including organisational culture, the type and impact of change the initiative, the attitudes and concerns of stakeholders and the potential for resistance within the organisation. Using a series of example change initiatives in private, public and non-profit sectors, it describes the change management journey, highlighting key points where business change management interventions are essential, and exploring how it feels to undertake business change initiatives in a wide range of situations, from communicating the initial change idea to ensuring the change is embedded and working well in business as usual. Accessible and comprehensive, The Shape of Change is relevant to anyone working in or planning organisational change.

Women are still underrepresented as public-sector organizational leaders, despite comprising half of the United States public-sector workforce. To explore the factors driving gender imbalance, this Element employs a problem-driven approach to examine gender imbalance in local government management. We use multiple methods, inductive and deductive research, and different theoretical frames for exploring why so few women are city or county managers. Our interviews, resume analysis and secondary data analysis suggesting that women in local government management face a complex puzzle of gendered experiences, career paths and appointment circumstances that lend insights into gender imbalanced leadership in this domain.

Managing Professionals deals with the tensions between managers and professionals within organizations, such as hospitals, universities, banks and judicial organizations. Often managers rely heavily on the skills and expertise of the professionals in their organizations, yet these professionals consider management a source of bureaucracy and paperwork.

This tension is explored head on in order to answer the question of how to manage an organization effectively. With numerous real-world examples, the book analyzes the problems and complexities of management in professional organizations and makes recommendations on how to manage professionals. The book focuses on a number of key issues, including:

• Management as a problem
• Management as a solution
• Knowledge and innovation
• Strategy
• Cooperation
• Performance

Managing Professionals presents an empirical analysis of the problems and offers solutions to the tension between management and professionals and will be of interest to managers and to students of management, organizational behaviour and business administration.

Public administration and policy analysis education have long emphasized tidiness, stages, and rationality, but practitioners frequently must deal with a world where objectivity is buffeted by, repressed by, and sometimes defeated by value conflict. Politics and policy are "messy" and power explains much more about the policy process than does rationality. Public Policy Praxis, now in a thoroughly revised fourth edition, uniquely equips students to better grapple with ambiguity and complexity. By emphasizing mixed methodologies, the reader is encouraged, through the use of a wide variety of policy cases, to develop a workable and practical model of applied policy analysis. Students are given the opportunity to try out these globally applicable analytical models and tools in varied case settings (e.g., county, city, federal, international, plus urban and rural) while facing wide-ranging topics (starving farmers and the red panda in Nepal, e-cigarettes, GMOs, the gig economy, and opioid abuse) that capture the diversity and reality of public policy analysis and the intergovernmental and complex nature of politics. The fourth edition expands upon its thorough exploration of specific tools of policy analysis, such as stakeholder mapping, content analysis, group facilitation, narrative analysis, cost-benefit analysis, futuring, and survey analysis. Along with teaching "how to," the authors discuss the limitations, the practical political problems, and the ethical problems associated with different techniques and methodologies. Many new cases have been added, along with clear instructions on how to do congressional research and a Google Trends analysis. An expanded online Teaching Appendix is included for adopters, offering original cases, answers to problems, alternative approaches to case use, teaching exercises, student assignments, pedagogical ideas, and supplemental material directly tied to concepts covered in the text. With an easily accessible and conversational writing style, Public Policy Praxis is an ideal textbook for undergraduate and graduate courses in public policy analysis, community planning, leadership, social welfare policy, educational policy, family policy, and special seminars.

Much is talked and written about well-being in the workplace, but many wonder whether 'putting people first' is just a facade and that were it not for employment legislation, union representation and the high profile of human rights issues, employers would regard employees as a necessary burdensome financial evil, as in days gone by. Some scholarly research has focused on the reactions of employees to the quality of working life and well-being at work and much of this suggests high levels of dissatisfaction, disaffection and disengagement. In Workers' Voice, HRM Practice, and Leadership in the Public Sector: Multidimensional Well-Being at Work, Nicole Cvenkel avers that whilst it is known that public sector employees are even less satisfied than those in the private sector, there has been very little research into the effects of working life experiences on employee well-being in public sector organisations. There is even some doubt about whether a well-being philosophy that can be applied in the private sector can readily be extended to the public sector. The push towards New Public Management (NPM) means organisations continue to undergo significant reform processes around efficiency, costs and public service delivery. All these changes place additional demands on public sector employees who are at times also subject to intensive scrutiny by stakeholder groups, who may regard the recourse to well-being initiatives as a poor use of public funds. The author has researched in the UK local government sector and that is the setting for the debate in this book, about whether and how an employee well-being ideology can be successfully promoted and maintained in an NPM environment, given continuous reform and expenditure reduction. In a local government case organisation, the author has researched, limited resources, reduction in budgets, redundancies, increased workloads, lack of trust, and the existence of a 'controlled' working environment were all found to be central to a climate of bullying and unfairness. Although the organisation was committed to the adoption of HRM 'best practice' and initiatives geared towards promoting employees well-being, employees still believed they were being bullied and treated unfairly. It was found that different perspectives on the psychological contract, fairness, and bullying at work were highlighted by managerial and non-managerial employees. The author's conclusions contribute to a clearer understanding than hitherto of workers' voice in relation to work, leader-member exchanges, and well-being in the public sector and she offers a model depicting employees' understanding of what their quality of working life, line manager's leadership and well-being should be, that might be used by organisational leaders, researchers, policy makers, Human Resources managers and other practitioners and consultants, to move towards a more holistic, multidimensional, well-being at work paradigm.

Ever since Max Weber and Frederick Taylor, public organizations have been told that effective practice lies in maximizing rationality through science. Yet science-based management reforms have had only marginal impact on performance. People in entry-level positions possess knowledge from direct experience of the work, management knowledge is often science-based and distanced from the work, and appointed top executives struggle to join bureaucratic rationality with political exigencies. Knowledge and Power in Public Bureaucracies: From Pyramid to Circle offers fresh thinking about public organizations, arguing that conflicting forms of knowledge may be found within the bureaucratic pyramid. Answering the question of why management reforms over the past century have failed on their own terms, this book examines the existence of conflicting forms of knowledge within public bureaucracies, how these contradictory perspectives interact (or fail to interact), and the ways in which these systems preserve managerial efforts to control workers. Authors Carnevale and Stivers argue that bureaucratic rationality is not the "one best way," as Taylor promised, and indeed, there is no one best way or model that can be deployed in all situations. The bureaucratic pyramid can, however, be made more effective by paying attention to circular processes that are widespread within the hierarchy, the authors argue, describing such circular processes as "facework." This book will serve as an ideal supplement to introductory public administration and organizational theory courses, as well as courses for mid-career professionals, helping to frame their work experiences.

Public value theory has advanced over the past 30 years, but there is a need to extend its boundary outwards into new contexts and update its discourse to reflect new social challenges. We are now trying to create value in a globalized world, with supranational entities, with new international alliances and institutions, in a frightening post-truth era. How can public managers grapple with these emerging realities? This book seeks to provide answers to such public value questions by applying powerful budgeting perspectives. Using case studies of independent budget offices, key fiscal instruments, and leading public value frameworks, this book stands out in its use of budgetary lenses to answer pertinent questions about the multidimensional processes of value creation by and for a wider society. Pushing the debate on public value forward and taking it onto the global stage, the book asks whether public value (and other public administration theories) are applicable beyond the traditional context of the pro-globalization Western liberal democracies in which they were conceived. It does this by exploring the realms of developing countries, supranational entities, and post-Communist societies, among others. Finally, it presents these explorations in light of very recent sociopolitical trends and phenomena, including the growth of civil society, the global financial crisis, the illiberal democracy, and the post-truth era. Tailored to an audience comprising public administration scholars, students of government, budget practitioners, and social scientists interested in contemporary problems of values in society, this book helps to advance public administration thought by extending public value theory into new contexts and relating it to the growing global challenges of public life.

As a stand-alone treatment of Organizational Development (OD), this is an excellent supplement to traditional textbooks in the field and is a good addition to readings in organizational behavior and principles of management. Carnevale provides the essentials of OD and more through his strong handling of the field's underlying values and assumptions."Organizational Development in the Public Sector" covers many of the standard OD topics like action research, group dynamics, and coverage of OD as a field of study. There is considerable treatment of change, resistance to change, and defensive conduct concerning transformation in organizations. Carnevale also explores conflict resolution, leadership issues, systems theory, public-private differences, process consultation, a brief history of modern management reform, group dynamics, trust, hierarchy, and labor relations.

In this time of acute financial pressure on public budgets, there is an increasing interest worldwide in alternative ways for governments to raise money, and how public authorities can develop the capacity to administer revenues efficiently and effectively. Taxation, the primary source of public revenue, is exposed to various threats, while alternative sources of public revenues have much potential but are rarely carefully designed and harnessed. Public Sector Revenue: Principles, Policies and Management sets itself apart from other textbooks through its exclusive focus on the revenue side of public financial management. It provides the reader with the theoretical foundations and practical tools to understand the generation and management of revenues in the public sector, and it weaves a wide range of international examples throughout the text. Students will also benefit from a companion website with supplements including test questions and answers to the end-of-chapter discussion questions inside the book. This textbook will be essential reading for students, managers and policymakers within the areas of public financial management, public sector accounting and public administration.

This book provides an easy-to-follow roadmap for successfully implementing the Balanced Scorecard methodology in small- and medium-sized companies. Building on the success of the first edition, the "Second Edition" includes new cases based on the author's experience implementing the balanced scorecard at government and nonprofit agencies. It is a must-read for any organization interested in achieving breakthrough results.

This volume consists of papers chosen from the Boston Area Public Enterprise Group Conference that was held in 1980 and concentrated on public enterprises in less-developed countries. The Boston Area Public Enterprise Group is composed of scholars dedicated to understanding the public enterprises operating in the world's mixed economies. Public enterprises are government-owned firms that sell goods or services in a market. Involved in public production for private consumption, they are a hybrid of government and private enterprise. Thus, an analysis of public enterprise requires insights from economics, management, political science and law. Each of these disciplines is represented in addressing the following questions: Why public enterprise? Who should control public enterprise? How are decisions made in practice? How do public enterprises behave in international markets? How does risk and uncertainty alter public enterprise decisions'? How are incentive structures to be designed'? How do public enterprises compare with other public policy tools for dealing with particular problems'? The contributions combine theory and practice in analysing a variety of less-developed countries.

The financial issues of nonprofit organizations (NPOs) have increased their importance in recent years, especially after the last global economic downturn. In this way, NPOs have been threatened by a reduction of income, while their work and expenses have not decreased. In this book, the editors bring together several topics that the academic literature has previously addressed, connecting them to each other and evaluating how all these issues are interrelated. Financing Nonprofit Organizations analyses the state of art of all these financial topics and the consequences of the last economic crisis. It dives into the interrelations of these concepts to suggest lines of future research and to reflect on the future of the different sources of funding of the NPOs. It will be of interest to students, practitioners, and researchers interested in initiating and updating their knowledge in the growing field of the financial aspects of the NPOs.

In this 1995 study of the causes of nationalisation, experts in British industrial history analyse the public ownership debates, and explain how many well-informed and moderate groups came to believe that the public ownership of certain major industries would be economically beneficial. During Attlee's Labour governments of 1945-51 a number of important industries, including coal, electricity, the railways and gas were taken into public ownership, and legislation was passed for the nationalisation of the steel industry. It was then argued that nationalisation would lead to an improvement in the efficiency of these key sectors, on which the rest of British industry depended for inputs. This study examines the historical issues and uses detailed case studies of industries to explore the public ownership debate.

Citizen Participation in the Age of Contracting is based on a simple premise: in democracies, power originates with citizens. While citizen participation in government remains a central tenet of democracy, public service delivery structures are considerably more complex today than they were fifty years ago. Today, governments contract with private organizations to deliver a wide array of services. Yet, we know very little about how citizens influence government decisions and policies in the "hollow state." Based on nearly 100 interviews with public and private managers, our findings about the state of citizen participation in contract governance are somewhat disheartening. Public and private organizations engaged citizens in a number of ways. However, most of their efforts failed to shift the power structure in communities and did not give citizens a chance to fundamentally shape local priorities and programs. Instead, elected officials and professional staff largely maintained control over significant policy and administrative decisions. Widespread, but narrow in their forms and impact, the participation practices we uncovered did not live up to the ideals of democracy and self-governance. Citizen Participation in the Age of Contracting is suitable for those who study public administration, as well as in other closely related fields such as nonprofit management and organizational behavior.

Public ownership is more widespread and popular in the United States than is commonly understood. This book is the most comprehensive and up-to-date analysis of the scope and scale of U.S. public ownership, debunking frequent misconceptions about the alleged inefficiency and underperformance of public ownership and arguing that it offers powerful, flexible solutions to current problems of inequality, instability, and unsustainability- explaining why after decades of privatization it is making a comeback, including in the agenda of Jeremy Corbyn's Labour Party in Britain. Hanna offers a vision of deploying new forms of democratized public ownership broadly, across multiple sectors, as a key ingredient of any next system beyond corporate capitalism. This book is a valuable, extensively researched resource that sets out the past record and future possibilities of public ownership at a time when ever more people are searching for answers. -- .

This is the first ever book to analyse outsourcing - contracting out public services to private business interests. It is an unacknowledged revolution in the British economy, and it has happened quietly, but it is creating powerful new corporate interests, transforming the organisation of government at all levels, and is simultaneously enriching a new business elite and creating numerous fiascos in the delivery of public services. What links the brutal treatment of asylum seeking detainees, the disciplining of welfare benefit claimants, the profits effortlessly earned by the privatised rail companies, and the fiasco of the management of security at the 2012 Olympics? In a word: outsourcing. This book, by the renowned research team at the Centre for Research on Socio Cultural Change in Manchester, is the first to combine 'follow the money' research with accessibility for the engaged citizen, and the first to balance critique with practical suggestions for policy reform. -- .

According to conventional wisdom, public ownership of industry in post-war Britain led, invariably, to under-performance. This book casts doubt upon this view by showing that, as far as the labour productivity record of the expanding state-owned industries is concerned, this was clearly not the case. The book compares the 1954-79 labour productivity record of 5 expanding public sector industries to that of 24 expanding, capital intensive, mass-production industries in the British private sector. The author shows that the public sector industries' labour productivity growth was significantly faster than that of the private sector industries. Strikingly, he also finds that the state-owned industries were narrowing their productivity gap with their US counterparts at a significantly faster rate than the private sector industries. Dr Iordanoglou concludes that it is possible that public ownership had - in the historical period investigated - a long-term positive effect on these industries. This book will be of great interest to scholars of industrial economics, public sector economics and economic history.

What does strategic planning for public and non-profit purposes look like? How does strategic planning differ from other kinds of planning, and how can these different approaches be reconciled? How can strategic planning and implementation be linked effectively to create strategic management? How can strategic management for public and non-profit purposes be tailored to fit differing circumstances, including those facing governments, public agencies, state enterprises, privatized enterprises, and non-profit organizations? What is the proper role for elected or appointed policy boards when it comes to strategic management? How can participation by key stakeholders be managed? How should various planning tools be used in strategic planning?

This selection of papers from Long Range Planning-The International Journal of Strategic Management provides answers to these questions by presenting a variety of approaches to the improvement of strategic thinking and acting for all those who wish to sharpen their skills and improve their strategic planning and management efforts for public and non-profit purposes. It also describes some of the problems which can occur in the application of what is fast becoming a standard part of the management repertoire of public and non-profit organizations.

Large-scale, complex systems like the health sector or transport are a challenge to manage; traditional strategic approaches often fail due to the diversity of different stakeholders and the lack of a cohesive strategy language that all within it can understand. What is needed in such systems is a new, fresh, scalable, "open source" framework: one that is "editable" by those at all levels within the organisation. This book provides practitioners and managers within any organisation with a 9-stage modular toolkit for all strategic steps. Utilising Phil Driver's PRUB framework, which innovatively centres on end-user actions instead of benefits - what do you want to do? - it enables all stakeholders from entry level to executive to actively participate in strategy validation and implementation. This book will enable practitioners with skills in any one of the 9 stages to enhance their skills in that stage but also, most importantly, to link their work in any one stage with all the other stages. The book will also help senior executives to coordinate the full 9-stage sequence in large-scale and complex environments. Following on from Phil Driver's groundbreaking Validating Strategies, this book covers all 9 stages of strategy, from end-user engagement through to post-implementation review. It will prove game-changing reading for any manager, executive or practitioner that needs a more effective strategic approach, manages a large or complex system in the public sector, or wants to enable and empower talent at all levels of their organisation.