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Exploring Public Sector Strategy de Kevan Scholes

Exploring Public Sector Strategy

Autor Kevan Scholes, Gerry Johnson
en Limba Engleză Paperback – 5 sep 2024
This new book in the Exploring Corporate Strategy Series brings together a selection of 17 chapters which provide readers with material on a range of important strategic issues of particular relevance to the public sector. The chapters cover most of the major strategic themes from Exploring Corporate Strategy which is also reflected in the chapter sequence.
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Specificații

ISBN-13: 9780273646877
ISBN-10: 0273646877
Pagini: 352
Dimensiuni: 178 x 235 x 20 mm
Greutate: 0.61 kg
Ediția:1. Auflage
Editura: Pearson Education
Locul publicării:Harlow, United Kingdom

Cuprins

1. The implications of 'publicness' for strategic management theory., John Alford
2. The processes of strategy development in the public sector, Nardine Collier, Frank Fishwick & Gerry Johnson
3. Global influences on the public sector, Jan Eppink & Steven de Waal
4. Trust and distrust in regulation and enforcement, Ray Puffitt & Les Prince
5. Measuring up to the best: A manager's guide to benchmarking, Mik Wisnieski
6. The best value initiative, Simon Speller
7. Clinical governance, David Herbert
8. The Maslin Multi-Dimensional Matrix: A new tool to aid strategic decision making in the public sector, Les Prince & Ray Puffitt
9. Stakeholder mapping: A practical tool for public sector managers, Kevan Scholes
10. Implications of ownership for strategy: The example of commercial semi-state bodies in Ireland, Eleanor Doyle
11. Formation and control of public-private partnerships: A stakeholder approach, Richard Butler & Jaz Gill
12. Public sector partnerships and public/voluntary sector partnerships: The Scottish experience, Sandra Hill
13. Strategy and structures in the public sector, Kevan Scholes
14. The relationship between quality, approaches to management control, and the achievement of best value in public sector professionals service organisations, Barbara Harrington, Kevin McLoughlin & Duncan Riddell
15. Business process re-engineering in the public sector: A case study of the Contributions Agency, John McAuley
16. Devolution and control within the UK public sector: National Health Service Trusts, Tom Forbes
17. Mapping and re-mapping organisational culture: A local government example, Gerry Johnson
Index

Caracteristici

  • Sets a broad scene about the content and processes of strategy making in the public sector - with some private sector comparison.
  • Covers important issues in the business environment of the public sector -  global influences and regulation. 
  • Covers the strategic capability of public sector organisations, looking at their ability to provide best value services -  this includes benchmarking, the best value initiative, clinical governance and portfolio analysis.
  • Issues of ownership and accountability are covered in two chapters on stakeholder mapping and commercial freedom in the public sector.
  • Includes coverage of Partnerships -  a theme of growing importance -  looking at the various types of partnership between public sector organisations and within the voluntary and private sectors.
  • Discusses the topic of structure and management control, reflecting concerns about accountability, managing a professional workforce and the IT revolution.
  • Addresses culture and cultural change as an issue of critical importance when managing change in the public sector.

Notă biografică

Richard Whittington, MA, MBA, PhD is a Professor of Strategic Management at the Saïd Business School and Millman Fellow at New College, University of Oxford. He is the author of eleven books, including Opening Strategy: Professional Strategists and Practice Change, 1960 to Today (2019), and has previously been Associate Editor of the Strategic Management Journal.Richard has had full or visiting positions at the Harvard Business School, HEC Paris, Imperial College London, the University of Toulouse, and the University of Warwick. He is active in executive education and consulting internationally.Duncan Angwin, MA, MPhil, MBA, PhD is Professor in Strategic Management at University College London and Honorary Professor at University of Nottingham. He has authored twelve books and over fifty refereed articles in journals such as Academy of Management Learning & Education, Administrative Science Quarterly (ASQ), California Management Review, MIT Sloan Management Review, and Organization Studies. He has also served on many editorial boards, including Journal of Management Studies.Duncan teaches strategy to executives internationally. He has won over 10m in research grants and currently focuses on international M&A and strategy practices. Duncan is also an elected council member of the Chartered Association of Business Schools (CABS). See http://www.duncanangwin.comPatrick Regnér, BSc, MSc, PhD, is a Professor of Strategic Management at the Stockholm School of Economics. He has published in leading journals, including Strategic Management Journal, Journal of International Business, Human Relations Academy of Management Review, Journal of Management Studies, and Long Range Planning. He has extensive teaching experience on all academic levels at several international institutions. He does executive teaching, consulting, and coaching with managers and organisations worldwide and is a senior advisor at strategy advisory firm Value Formation. His current research focuses on strategy creation and business models.Gerry Johnson, BA, Ph.D. is an Emeritus Professor of Strategic Management at Lancaster University School of Management. He has also taught at Strathclyde Business School, Cranfield School of Management, Manchester Business School, and Aston University.Gerry is the author of numerous books and his research has been published in many of the foremost management research journals in the world. He also works with senior management teams on issues of strategy development and strategic change.Kevan Scholes MA, Ph.D., DMS, CIMgt, FRSA is the Principal Partner of Scholes Associates specialising in Strategic Management. He is also an Emeritus Professor of Strategic Management and formerly Director of the Sheffield Business School, UK, with extensive experience in teaching strategy to undergraduate and postgraduate students both in the UK and abroad.Kevan has also experience in management development work in private and public sector organisations. He has been an advisor in management development to a number of national bodies and is a Companion of The Chartered Management Institute.