Managing to Improve Public Services

by Edited by Jean Hartley , Cam Donaldson , Chris Skelcher , Mike Wallace

• ISBN13: 9780521708272
• ISBN10: 0521708273
• Edition: 1st
• Format: Paperback
• Copyright: 2008-12-22
• Publisher: Cambridge University Press

Summary

How are public service organizations governed? How is performance in such organizations measured, managed and improved? Book jacket.

Author Biography

Jean Hartley is Professor of Organizational Analysis at the Institute of Governance and Public Management, Warwick Business School, University of Warwick. Cam Donaldson is the Health Foundation Chair in Health Economics and Director of the Institute of Health and Society, Newcastle University Business School. Chris Skelcher is Director of Research for the School of Public Policy and Professor of Public Governance at the Institute of Local Government Studies, University of Birmingham. Mike Wallace is Professor of Public Management at Cardiff Business School, Cardiff University.

Table of Contents

List of figures	p. viii
List of tables	p. ix
List of contributors	p. x
Preface	p. xiii
List of abbreviations	p. xv
Introduction	p. 1
The agenda for public service improvement	p. 3
Governance and accountability	p. 25
Does governance perform? Concepts, evidence, causalities and research strategies	p. 27
Performativity, management and governance	p. 46
A critical assessment of performance measurement for policy making	p. 65
Priority setting in the public sector: turning economics into a management process	p. 88
Performance metrics	p. 113
Public service productivity: new approaches to performance measurement in health sectors	p. 115
Performance measurement systems and the criminal justice system: rationales and rationalities	p. 134
Valuing public sector outputs	p. 153
The use of geodemographics to improve public service delivery	p. 176
Managing innovation and change	p. 195
The innovation landscape for public service organizations	p. 197
Innovation type and organizational performance: an empirical exploration	p. 217
Public service failure and turnaround: towards a contingency model	p. 236
Orchestrating complex and programmatic change in the public services	p. 257
Postcript	p. 279
Conclusions: current themes and future directions for research	p. 281
Index	p. 289
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