(1999). Managing performance.
In: Rose, Aidan and Lawton, Alan eds.
Public Services Management.
Harlow, U.K.: Pearson Education Limited, pp. 238–259.
About the book:
This is the first introductory text on public services management which provides a comprehensive overview of the subject from a truly management perspective. Taking the context of public services management as its starting point, the first section explains why changes in public services have come about and the impact these changes have on public services management. Political, social and economic factors are considered and the distinctiveness of public services management is discussed. An examination of management functions as they relate to public services follows in section two, while section three critically assesses public services management and its future. The text is generously supported by Financial Times case material, personal profiles and vignettes, including those from the private and voluntary sectors, to provide a real-life context. Pedagogical features such as discussion questions at the end of each chapter and definitions of key terms provide support for the student making it an ideal text for undergraduates on public policy, public and generic management courses, as well as public services managers and post-experience students.
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