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Hodgson and Carter present a volume that contributes to the ongoing
debate in Knowledge Management. They develop themes explored in Roy
Jacques' influential text, Manufacturing the Employee, as a
starting point the authors consider the status of contemporary
management knowledge. They do this from a range of theoretical
positions that draw key implications for both research and
teaching. The volume hosts an array of eminent scholars in the
field. The collection explores, and at times takes issue with, the
increasing influence of post-structuralist thought on our
understanding of the nature of management knowledge, and draws key
implications for both research and teaching. The various chapters
consider the nature of management knowledge from perspectives as
diverse as management history, discourse analysis, gender,
post-structuralism, social construction, neo-institutionalism, and
critical realism.
Until now, research has given us only a limited understanding of
how managers actually make sense of and apply management knowledge;
how networks of interaction amongst managers help or hinder
processes of knowledge diffusion and the sharing of best practice;
and how these processes are all influenced both by the
organisations in which managers act and by the professional
communities of practice they belong to. Managing Modern Healthcare
fills these important gaps in our understanding by drawing upon an
in-depth study of management networks and practice in three
healthcare organisations in the UK. It draws from the primary
research a number of important and grounded lessons about how
management networks develop and influence the spread of management
knowledge and practice; how management training and development
relates to the needs of managers facing challenging conditions; and
how those conditions are themselves shaping the nature of
management in healthcare. This book reveals how managers in
practice are responding to the many contemporary challenges facing
healthcare (and the NHS in particular) and how they are able or not
to effectively exploit sources of knowledge, learning and best
practice through the networks of practice they engage in to improve
healthcare delivery and healthcare organisational performance.
Managing Modern Healthcare makes a number of important theoretical
contributions as well as practical recommendations. The theoretical
and empirical contributions the book makes relate to wider work on
networks and networking, management knowledge, situated
learning/communities of practice, professionalization/professional
identity and healthcare management more generally. The practical
contribution comes in the form of recommendations for healthcare
management practitioners and policy makers that are intended to
impact upon and help enhance healthcare management delivery and
performance.
Until now, research has given us only a limited understanding of
how managers actually make sense of and apply management knowledge;
how networks of interaction amongst managers help or hinder
processes of knowledge diffusion and the sharing of best practice;
and how these processes are all influenced both by the
organisations in which managers act and by the professional
communities of practice they belong to. Managing Modern Healthcare
fills these important gaps in our understanding by drawing upon an
in-depth study of management networks and practice in three
healthcare organisations in the UK. It draws from the primary
research a number of important and grounded lessons about how
management networks develop and influence the spread of management
knowledge and practice; how management training and development
relates to the needs of managers facing challenging conditions; and
how those conditions are themselves shaping the nature of
management in healthcare. This book reveals how managers in
practice are responding to the many contemporary challenges facing
healthcare (and the NHS in particular) and how they are able or not
to effectively exploit sources of knowledge, learning and best
practice through the networks of practice they engage in to improve
healthcare delivery and healthcare organisational performance.
Managing Modern Healthcare makes a number of important theoretical
contributions as well as practical recommendations. The theoretical
and empirical contributions the book makes relate to wider work on
networks and networking, management knowledge, situated
learning/communities of practice, professionalization/professional
identity and healthcare management more generally. The practical
contribution comes in the form of recommendations for healthcare
management practitioners and policy makers that are intended to
impact upon and help enhance healthcare management delivery and
performance.
Hodgson and Carter present a volume that contributes to the ongoing
debate in Knowledge Management. They develop themes explored in Roy
Jacques' influential text, Manufacturing the Employee, as a
starting point the authors consider the status of contemporary
management knowledge. They do this from a range of theoretical
positions that draw key implications for both research and
teaching. The volume hosts an array of eminent scholars in the
field. The collection explores, and at times takes issue with, the
increasing influence of post-structuralist thought on our
understanding of the nature of management knowledge, and draws key
implications for both research and teaching. The various chapters
consider the nature of management knowledge from perspectives as
diverse as management history, discourse analysis, gender,
post-structuralism, social construction, neo-institutionalism, and
critical realism.
In recent decades, we have witnessed an increasing use of projects
and similar temporary modes of organising in the public sector of
nations in Europe and around the world. While for some this is a
welcome development which unlocks entrepreneurial zeal and renders
public services more flexible and accountable, others argue that
this seeks to depoliticise policy initiatives, rendering them
increasingly technocratic, and that the project organisations
formed in this process offer fragmented and unsustainable
short-term solutions to long-term problems. This volume sets out to
address public sector projectification by drawing together research
from a range of academic fields to develop a critical and
theoretically-informed understanding of the causes, nature, and
consequences of the projectification of the public sector. This
book includes 13 chapters and is organised into three parts. The
first part centres on the politics of projectification,
specifically the role of projects in de-politicisation, often
accomplished by rendering the political "technical". The chapters
in the second part all relate to the reframing of the relationship
between the centre and periphery, or between policy making and
implementation, and the role of temporality in reshaping this
relation. The third and final part brings a focus upon the tools,
techniques, and agents through which public sector projectification
is assembled, constructed, and performed.
In recent decades, we have witnessed an increasing use of projects
and similar temporary modes of organising in the public sector of
nations in Europe and around the world. While for some this is a
welcome development which unlocks entrepreneurial zeal and renders
public services more flexible and accountable, others argue that
this seeks to depoliticise policy initiatives, rendering them
increasingly technocratic, and that the project organisations
formed in this process offer fragmented and unsustainable
short-term solutions to long-term problems. This volume sets out to
address public sector projectification by drawing together research
from a range of academic fields to develop a critical and
theoretically-informed understanding of the causes, nature, and
consequences of the projectification of the public sector. This
book includes 13 chapters and is organised into three parts. The
first part centres on the politics of projectification,
specifically the role of projects in de-politicisation, often
accomplished by rendering the political "technical". The chapters
in the second part all relate to the reframing of the relationship
between the centre and periphery, or between policy making and
implementation, and the role of temporality in reshaping this
relation. The third and final part brings a focus upon the tools,
techniques, and agents through which public sector projectification
is assembled, constructed, and performed.
Making Projects Critical is an edited collection contributed by a
range of international scholars linking the area of project
management with critical management perspectives. Recent debates
have suggested that the problems inherent in project management in
practice (cost overruns, delays etc) reside in the prescriptive,
functionalist and quantitative tradition inherited by project
management from the narrow perspective of operations management.
Making Projects Critical widens the scope of project management by
considering project management within a wider organizational and
societal context.
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