Public Sector Management

Norman Flynn

4th edition, Financial Times/ Prentice-Hall 2002

Contents

Acknowledgements

Part One

Introduction

What is the public sector?
What is management?
Change and the search for a mode of control
The structure of the book


1 The public sector in the United Kingdom


Introduction
What is a public service? The boundary between the
public and private sectors
Privatization
The institutions of the state
Is the United Kingdom different?
Conclusions

2 Politics and the public sector

Introduction
Foundations of the public sector 1945-79
The Thatcher years 1979-90
The Major years 1990-97
The first Blair government
The politics of management
A new consensus?
Conclusions

3 Public spending

Introduction
Trends
Labour's fiscal policy
Where does the money come from?
Why is the level of public spending important?
Conclusions


4 Social policies and management


Introduction
Income maintenance
Health services
Relationships between central and local government
Community care
Education
Housing
Criminal justice
Relationships between policy areas
Conclusions


Part Two


Introduction to Part Two


The evolution of modes of control
Modes of control and management arrangements


5 Managing through markets


Introduction
Why rule by markets?
Markets for services
Compulsory competitive tendering and Best Value
Market testing and Better Quality Services
The market for care (community care)
Markets for labour
Markets for capital
Markets and managerial behaviour
A competitive spectrum
Fragmentation of services

Competitive strategy
Competition and privatization
Implications for public services
Conclusions


6 Managing through contracts


Introduction
Different forms in different sectors
Influences on the type of contract
Obligational and adversarial contracting
Learning to manage through contracts
Expensive failures
Conclusions


7 From contracting to collaboration


Introduction
Why collaboration?
Collaboration and managerial behaviour
Conditions that promote successful collaboration
Collaboration between the public and private sectors
Conclusions


8 Control through audit and inspection


Introduction
Audit and inspection
The managerial consequences of inspection
Dealing with scrutiny
Management style and inspection
Conclusions

9 Service design and customer orientation


Introduction
Approaches to customer orientation
Customer-oriented service design
Quality
Citizen-oriented service design
Contradictions in customer/citizen orientation
Conclusions

10 Managing performance


Introduction
Why measure and manage performance?
What is being managed?
Uses of performance information
Conclusions


11 Managing people


Introduction
Approaches to managing people: control systems and
employment relationships
Pay
Conditions
Conclusions


12 Managing money


Introduction
Management and financial control
The national budget process
Financial control: cash and resources
Decentralized financial management
How spending gets out of control
Private Finance Initiative and Public-Private Partnerships
Conclusions


13 The future of public sector management


Introduction
How well is the public sector working?
The future
Conclusions
Index

 

 

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