//img.uscri.be/pth/1ed0cc6b545255093b2c3ee5234a4c39fad0a7c2
Cette publication ne fait pas partie de la bibliothèque YouScribe
Elle est disponible uniquement à l'achat (la librairie de YouScribe)
Achetez pour : 60,77 € Lire un extrait

Téléchargement

Format(s) : PDF

avec DRM

Managing Change in the Public Services

De
248 pages
This book explores the management of change to improve public service effectiveness. It breaks new ground in addressing why public service change is becoming increasingly complex to manage, how people cope with this new complexity, what implications arise for improving policy and practice, and which avenues for further research and theory-building look particularly promising.


The contributors are all leading researchers from the USA, Canada and the UK. Together they provide a synthesis of state-of-the-art thinking on the complex change process in Anglo-American contexts, policy-making for public service reform that generates managerial complexity, and practice in service organizations to improve provision. Special reference is made to education and health: the largest and most complex of the public services. The analysis has wider relevance for other public services and national contexts.


Managing Change in the Public Services is essential reading for all concerned with public service improvement - leaders and managers in service organizations, administrators, trainers, advisers and consultants who support the management of change, policy-makers and public servants, and advanced course students and academics. The book also offers general insights for the theory and practice of managing organizational and systemic change.

Voir plus Voir moins
List of Contributors
CONTENTS
Introduction: Managing Public Service Change or Coping with its Complexity? Mike Wallace, Michael Fertig and Eugene Schneller
Part I: Exploring the Complexity of the Change Process
Chapter 1: Coping with Complex and Programmatic Public Service Change Mike Wallace
Chapter 2: Applying Complexity Theory to Public Service Change: Creating Chaos out of Order? Mike Wallace and Michael Fertig
Chapter 3: The Emergence of New Organizational Forms: Networks of Integrated Services in Health Care Lise Lamothe and JeanLouis Denis
Chapter 4: An Ironic Perspective on Public Service Change Mike Wallace and Eric Hoyle
Part II: Exploring the Complexity of Policy Making for Public Service Reform
Chapter 5: Managing Complex Change: Bringing Meso-Politics Back in Karen Seashore Louis
Chapter 6: The Challenges of Governance, Leadership and Accountability in the Public Services Paul Thomas
Chapter 7: Inevitable Tensions in Managing Large-Scale Public Service Reform Ben Levin
vii
1
1
1
13
36
57
75
9
5
97
116
136
vi
Contents
Part III: Exploring the Complexity of Facilitating Public Service Improvement
Chapter 8: Unsystematic Responses to a Chaotic Service Environment: Shaping the Division of Labour in Patient Care Eugene Schneller and Mike Wallace
Chapter 9: How is Knowledge Transferred between Organizations Involved in Change? Jean Hartley and Lyndsay Rashman
Chapter 10: Learning to Navigate the Noise of Change: Lessons from Complex Health System Contexts Ann Casebeer
Chapter 11: Orchestration, Coherence and the Problem of Conflicting Accountabilities William Firestone and Dorothy Shipps
Chapter 12: Prospects for Understanding and Improving Complex Public Service Change Mike Wallace
Index
151
153
173
193
212
228
235