The application of complexity theory to management and the social
sciences has been a key development in theory and practice over the
last decade. This approach questions the possibility of finding
universal methods of practice, and proposes a pragmatic and
humanistic management style that evolves out of a reflective
method. The focus is on practitioners observing patterns of
similarity and being adaptable in decision-making. Bringing
complexity theory into management reveals the importance of
organizational culture and effective communication because people,
their values and their objectives are at the heart of this method.
Information technology provides a framework for complex
communication and knowledge use, but it cannot replace highly
developed professional negotiations and cooperation. This book
argues that the complexity of the public service world limits the
usefulness of classical and rational scientific management
approaches such as New Public Management. Excessive marketization
threatens a collaborative approach and overly rigid approaches to
performance management and strategic management can be
dysfunctional. Managing Complexity in the Public Services 2nd
Edition advances a method of management practice that copes with
the stark realities of the complex and unpredictable public policy
world. It develops pragmatic management practices from action
research that will be valuable to both academics and practitioners.
The result is a new value-based practice for the post-crisis public
service world.
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