The Public Sector

Managing the Unmanageable
Re-issue
ISBN: 978-0-7494-7622-9
Verlag: Kogan Page

Buch, Englisch, 216 Seiten, Format (B × H): 161 mm x 240 mm, Gewicht: 493 g

The Public Sector: Managing the Unmanageable offers practical advice to public sector managers on how to develop techniques to deal with the challenges they face, particularly in the areas of accountability, setting targets, risk management/encouraging innovation, managing people, decision making and working with politicians. Based on original interviews with politicians and senior public sector managers, including the last four cabinet secretaries, the book is full of anecdotes, actionable lessons and insights. Each chapter takes a specific aspect of management and starts by explaining why it is different in the public sector, then sets out ways for public sector managers to handle those differences and ends with an executive summary and a checklist to prompt managers to think about how they might change what they currently do. The book has a foreword by Peter Mandelson and insights based on interviews with more than sixty successful public sector managers including: Michael Bloomberg, Brendan Barber, Sir Michael Barber, Lord (Michael) Bichard, Lord (John) Browne, Lord (Robin) Butler, Helen Carter, Sir Merrick Cockell, Charles Clarke, Lord (Geoffrey) Dear, Brian Dinsdale, Charles Farr, Lord (Charles) Guthrie, Lord (Chris) Haskins, Lord (Michael) Heseltine, Ken Livingstone, Paul Martin, Lord (John) Monks, Lord (Gus) O'Donnell, Sir Robert Naylor, Jan Parkinson, Sir Hayden Phillips, Jonathan Powell, Heather Rabbatts, John Ransford, Gill Rider, Paul Roberts, Sir Peter Rogers, Stephen Taylor, Lord (Andrew) Turnball, Sir Robin Wales, Nick Walkley, Ian Watmore and Lord (Richard) Wilson.

Autoren/Hrsg.

Stevenson, Alexander

Fachgebiete

• Rechtswissenschaften Öffentliches Recht Verwaltungsrecht Verwaltungspraxis Public Management
• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Öffentlicher Dienst, Öffentlicher Sektor

Inhaltsverzeichnis

Chapter - 00: Introduction – managing the unmanageable;Chapter - 01: The challenges of managing in the public sector;Chapter - 02: Managing accountability;Chapter - 03: Managing target setting;Chapter - 04: Managing politicians;Chapter - 05: Managing people;Chapter - 06: Managing risk and innovation;Chapter - 07: Managing decision making;Chapter - 08: What the private sector can learn from the public sector;Chapter - 09: Public sector managers and their public

Über Autor(innen)

Stevenson, Alexander
Alexander Stevenson worked for the Financial Times and was a key member of the team which launched FT.com. He then set up a public sector consultancy which grew into a multi-million pound business. He advised over 150 public sector organisations.

Author website: www.alexanderstevenson.co.uk
Author twitter: https://twitter.com/AlSteve1

Alexander Stevenson worked for the Financial Times and was a key member of the team which launched FT.com. He then set up a public sector consultancy which grew into a multi-million pound business. He has advised over 150 public sector organisations.