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Making Public Services Management Critical de Graeme Currie

Making Public Services Management Critical: Routledge Critical Studies in Public Management

Editat de Graeme Currie, Jackie Ford, Nancy Harding, Mark Learmonth
en Limba Engleză Paperback – 3 sep 2015
This book brings together public services policy and public services management in a novel way that is likely to resonate with academics, policy makers and practitioners engaged in the organization of public services delivery as it is from a perspective that challenges many received ideas in this field. 
Starting from the perspective of critical management studies, the contributors to this volume embed a critical perspective on policy orthodoxy around critical public services policy and management studies (CPPMS).   In so doing the authors bring together previous disparate fields of public services policy and public services management, but more importantly, debate and present what ‘critical’ constitutes when applied to public services policy and management. This edited collection presents chapters from a broad range of public services domains including health, education, prisons, local and central government and deals with a range of contemporary issues facing public services managers are examined, including regulation of professions, risk management, user involvement, marketing and leadership.
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Specificații

ISBN-13: 9781138959729
ISBN-10: 1138959723
Pagini: 274
Ilustrații: 5 black & white tables
Dimensiuni: 152 x 229 x 15 mm
Greutate: 0.39 kg
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Seria Routledge Critical Studies in Public Management

Locul publicării:Oxford, United Kingdom

Public țintă

Postgraduate and Undergraduate

Cuprins

Introduction: Making Public Services Management Critical Graeme Currie and Mark Learmonth  Section 1: Rethinking the Background  1. From Collective Struggle to Customer Service: The Story of How Self Help and Mutual Aid Led to the Welfare State and Became Co-Opted in Market Managerialism Patrick Reedy  2. Toward Unprincipled Public Service: Critical Ideology, the Fetish of Capitalism, and Some Thoughts on the Future of Governance Frank E. Scott  3. Sheep in Wolf’s Clothing: Schools, Managerialism, and Altering Ideologies Patricia A.L. Ehrensal  4. Public Sector Management? But We’re Academics, We Don’t Do That Sort of Thing! Michael Humphreys and Mark Learmonth  Section 2: Critique of Mainstream Orthodoxy  5. The Inevitability of Professions? Robert Dingwall  6. Critical Risk Management: Moral Entrepreneurship in the Management of Patient Safety Justin Waring  7. Public Participation in State Governance from a Social-Theoretical Perspective Graham P. Martin  8. Marketing the Unmarketable: The Vlaams Belang, a 'Party Unlike Any Other' Mona Moufahim, Michael Humphreys and Darryn Mittusis  9. A Critical Realist Analysis of Institutional Change in the Field of Us Nursing Homes Martin Kitchener and Bernard Leca  Section 3: Radical Alternatives  10. Critical Leadership Theorising and Local Government Practice Jackie Ford  11. Individual Patient Choice in the English National Health Service: The Case for Social Fantasy Seen from Psychoanalytic Perspective Marianna Fotaki  12. From Metaphor to Reality: A Critical View of Prisons Finola Farrant  13. Queer(y)ing Voluntary Sector Services: An Example from Health Promotion Nancy Harding and Hugh Lee  14. The Contribution of Existential Thinking to Public Services Management John Lawler  15. Adding Value to Critical Public Services Management Craig Prichard.  Conclusion: What is to be done? On the Merits of Micro-Revolutions Jackie Ford and Nancy Harding.  About the Contributors.  Notes.  Index

Notă biografică

Graeme Currie is Professor of Public Services Management at Nottingham University Business School. He is also Director of one of the NIHR funded Collaborations for Leadership in Applied Health Research & Care (CLAHRC). His main areas of research critically focus upon policy-promoted panaceas for organisational ills of leadership, knowledge management and reconfiguration of professional roles and relationships.
 
Jackie Ford is Professor of Leadership and Organization Studies at Bradford University School of Management. Current research explores leadership as a discursive and performative phenomenon, examining contemporary discourses of leadership and their complex inter-relations with gender and identity for managers. She is committed to identifying the human effects of managerial and organizational changes approached from feminist, poststructural and psychoanalytic theoretical perspectives. She has co-authored Leadership as Identity: Constructions and Deconstructions and has published in a range of journals including Journal of Management Studies, Leadership, Management Learning, Organization, Sociology.
 
Nancy Harding works at Bradford School of Management teaching organisation studies and directing the School’s DBA programme. She has published books on The Social Construction of Dementia (1997); The Social Construction of Management (2003, Routledge) and, with Jackie Ford and Mark Learmonth, Leadership as Identity (2008). She is currently working on a book to be called On Being at Work, which will be published by Routledge in 2010. Her papers have appeared in journals including Organization Studies, Organization, Journal of Management Studies, Sociology, etc. She is editor of Journal of Health Organization and Management.
 
Mark Learmonth teaches qualitative research methods and public sector management at Nottingham University Business School.  He worked in the UK NHS for almost 17 years and still writes mainly about this sector - though with increasingly regular forays elsewhere.

Recenzii

'This is an exciting book for both inquiring academics and frustrated practitioners - refreshing in its willingness and ability to challenge many of the shibboleths that are still associated with an overly managerialist approach to the reform of public service organisations' Robert Gregory (Victoria University of Wellington, New Zealand)

Descriere

This book brings together public services policy and public services management in a new way, challenging many old ideas in this field and presenting the debate of what ‘critical’ constitutes when applied to public services policy and management.