In Doing Organizational Ethnography, organizational is defined as polyphonic ways of organizing based on the interactions and co-production of the many voices, discourses, practices and narratives in and around organizations, thus providing readers with in-depth reflections on what organizing and organizations become when doing organizational ethnography.
This volume will offer students and scholars a profound understanding of organizational ethnography by presenting concrete examples, reflections and discussions of how to understand and adequately conceptualize the word organizational in organizational ethnography by combining organizational phenomena (e.g. strategy making, policymaking), analytical perspectives (sensemaking, narratives) and ethnographical methods (texts, interactions, shadowing in fieldwork).
Leading authorities from around the world present evaluations of current thinking in NPM and highlight the challenges which will shape future development and research approaches. New Public Management presents a timely and constructive overview of the nature and impact of the NPM and offers important lessons for public management across the world.
This book draws out contemporary and enduring themes from current literature on health care organization and considers them from a range of theoretical perspectives. Drawing on robust areas of research and some key academics who contribute to work in this field, it is a book relevant both to experts in the field and to those seeking to develop an understanding of health care organization from a theoretical perspective. Analysing Health Care Organizations provides a state of the art introduction foundation for subsequent works that will extend its content; providing a broad introductory overview of this theoretical terrain and setting the scene for further research.
Strategic Management in Public Services Organizations takes a strongly comparative and international perspective in addressing the fundamental issue of strategic management within diverse public administrative traditions. The impact of strategic management on the performance of public agencies is examined and it is argued that the appropriate use of strategic management models depends on the politico-administrative and cultural contexts of the public services organization in question, concluding that there is no single best way to strategically lead public organisations.
This is an advanced textbook aimed at the postgraduate level, particularly students on MPAs and MBAs with a public sector option or MScs in Public Policy and Public Management.
When it comes to accounting for these reforms, two grand narratives of public management share the floor. NPM implies a strengthening of the capacity of the core State to direct public services organizations through management by objectives and results or contractualization, assessment, evaluation and. “Governance” focuses on “network-based” governance systems, where coordinating power and control are collectively shared between the major ‘social actors or partners’ at all levels of the decision-making system. Our results suggest that all higher education systems under study were more or less transformed according to both these narratives. It is therefore needed to understand how they combine or create contradictions. This leads us to test a third neo-weberian model. This model reaffirms the role of the State, of representative democracy, (central, regional and local), of public law (suitably modernized), preserves the idea of a public service with a distinctive status, culture and terms and conditions. It shifts from an internal orientation to bureaucratic rules towards an external orientation in meeting citizens’ needs and wishes by means of standardization of work processes and their products, based on a distinctive public service and a particular legal order survived as the foundations beneath the various packages of modernizing reforms.
This book traces the national dynamics of public policies, organizational design and steering tools in seven European higher education and research systems, using these narratives to interpret and test the actual changes and the degree of national specificities and European convergence.
This book is not a sum of national chapters like other presumably comparative. It does not intend to tell once again the story of the transformation of the relationships between the state and universities. It tries to use Higher education system to discuss issues on state intervention and steering and more generally the NPM, governance and neo-weberian models in a specific field.
Furthermore, this book intends breaking the walls between specialists in higher education and specialist in public management and research policy. This well rooted division of labour is less that ever justified as the university mission in research (fundamental, applied, strategic) is underscored by commentors and reformers themselves. For that reason, we have chosen to observe the consequences of the dynamics of public policies, organizational design and steering tools on two specific issues related to the development of research training and organizing within universities: the transformation of research funding on the one hand and the expansion of graduate studies and doctoral schools on the other.
Teelken, Dent & Ferlie lead a team of contributors in examining three key aspects of this increasingly important theme:
the meaning of public sector leadership, and how this changes in different contexts the implications for leadership style given the growing role of the private sector the response to the leadership issue from professionals moving into senior management roles.
With contributions from respected academics such as Jean-Louis Denis, Mike Reed and Mirko Nordegraaf, this book will be an invaluable supplementary resource for those undertaking studies across public sector management and administration.