The Public Sector: Managing the Unmanageable offers practical
advice to public sector managers on how to develop techniques to
deal with the challenges they face, particularly in the areas of
accountability, setting targets, risk management/encouraging
innovation, managing people, decision making and working with
politicians. Based on original interviews with politicians and
senior public sector managers, including the last four cabinet
secretaries, it is full of anecdotes, actionable lessons and
insights. Each chapter takes a specific aspect of management and
starts by explaining why it is different in the public sector, then
sets out ways for public sector managers to handle those
differences and ends with an executive summary and a checklist to
prompt managers to think about how they might change what they
currently do. The book has a foreword by Peter Mandelson and
insights based on interviews with more than sixty successful public
sector managers including: Michael Bloomberg, Brendan Barber, Sir
Michael Barber, Lord (Michael) Bichard, Lord (John) Browne, Lord
(Robin) Butler, Helen Carter, Sir Merrick Cockell, Charles Clarke,
Lord (Geoffrey) Dear, Brian Dinsdale, Charles Farr, Lord (Charles)
Guthrie, Lord (Chris) Haskins, Lord (Michael) Heseltine, Ken
Livingstone, Paul Martin, Lord (John) Monks, Lord (Gus) O'Donnell,
Sir Robert Naylor, Jan Parkinson, Sir Hayden Phillips, Jonathan
Powell, Heather Rabbatts, John Ransford, Gill Rider, Paul Roberts,
Sir Peter Rogers, Stephen Taylor, Lord (Andrew) Turnball, Sir Robin
Wales, Nick Walkley, Ian Watmore and Lord (Richard) Wilson.
General
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