Strategic Management in Public Services Organizations: Concepts, Schools and Contemporary Issues

Routledge
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Strategic Management in Public Services Organizations sets out to connect the two traditionally disparate academic literatures of public management and strategic management. The authors argue that some models of strategic management are now of enhanced relevance for contemporary public services organizations, especially when considering successive New Public Management reforms. This observation has important consequences for the requisite work practices, skills and knowledge bases of current public managers, as they are increasingly being asked to act as strategic as well as operational managers.

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.

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About the author

Ewan Ferlie is Professor of Public Services Management at King’s College London, UK. He is also Hon Chair of the Society of Studies for Organizing in Health Care, a Learned Society. He has published widely in the field of public management change and reorganizing

Edoardo Ongaro

is Professor of International Public Services Management at Northumbria University, UK. He is President of the European Group for Public Administration (EGPA) and editor of Public Policy and Administration since January 2015. He has published extensively in the field of comparative public management.
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Additional Information

Publisher
Routledge
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Published on
Feb 20, 2015
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Pages
252
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ISBN
9781135008024
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Language
English
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Genres
Business & Economics / General
Business & Economics / Government & Business
Business & Economics / Nonprofit Organizations & Charities / General
Business & Economics / Strategic Planning
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Content Protection
This content is DRM protected.
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Read Aloud
Available on Android devices
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Eligible for Family Library

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Over the last thirty years, scholars of health care organizations have been searching for concepts and images to illuminate their underlying, and shifting, modes of organizing. Nowhere has this controversy been more intense than in the United Kingdom, given the long succession of top down reorganizations within the National Health Service (NHS) over the last thirty years. This book characterises the nature of key reforms - namely managed networks - introduced in the UK National Health Service during the New Labour period (1997-2010), combining rich empirical case material of such managed networks drawn from different health policy arenas (clinical genetics, cancer networks, sexual health networks, and long term care) with a theoretically informed analysis. The book makes three key contributions. Firstly, it argues that New Labour's reforms included an important network element consistent with underlying network governance ideas, specifying conditions of 'success' for these managed networks and exploring how much progress was empirically evident. Secondly, in order to conceptualise many of the complex health policy arenas studied, the book uses the concept of 'wicked problems': problematic situations with no obvious solutions, whose scope goes beyond any one agency, often with conflicting stakeholder interests, where there are major social and behavioural dimensions to be considered alongside clinical considerations. Thirdly, it makes a contribution to the expanding Foucauldian and governmentality-based literature on health care organizations, by retheorising organizational processes and policy developments which do not fit either professional dominance or NPM models from a governmentality perspective. From the empirical evidence gathered, the book argues that managed networks (as opposed to alternative governance modes of hierarchy or markets) may well be the most suitable governance mode in those many and expanding policy arenas characterised by 'wicked problems', and should be given more time to develop and reach their potential.
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