2nd edition. Edited by: David Farnham, Professor of Employment Relations, University of Portsmouth, and Sylvia Horton, School of Social and Historical Studies, University of Portsmouth
Managing the New Public Services evaluates managerial changes in British public services since 1979 focusing on the ‘New Public Management’ and its rationale and practices. The authors analyse the political origins of public service change and its impact on the key managerial functions, on service-users and on staff. The second edition has been thoroughly revised and updated throughout. Several chapters have been completely rewritten and new chapters have been added on Marketing and Information and Communications.
Contents: List of Figures and Tables – Abbreviations – List of Contributors – Preface to the Second Edition – PART 1: THE CHANGING CONTEXTS OF MANAGEMENT – The Political Economy of Public Sector Change; D.Farnham & S.Horton – Managing Private and Public Organizations; D.Farnham & S.Horton – PART 2: MANAGERIAL FUNCTIONS – Strategic Management; H.Elcock – Financial Management; R.Tonge & S.Horton – Marketing; R.Christy & J.Brown – People Management and Employment Relations; D.Farnham & L.Giles – Information and Communications Technology; C.Bellamy – PART 3: CASE STUDIES – The Civil Service; S.Horton – Local Government; H.Elcock – The National Health Service; I.Kendall, G.Moon, N.North & S.Horton – Education; M.McVicar – Managing the Police: A Force for Change?; S.P.Savage & F.Leisham – PART 4: CONCLUSION – Public Service Managerialism: A Review and Evaluation; D.Farnham & S.Horton – Bibliography – Index
336pp 234x156mm Paperback £15.99 ISBN 0-333-66435-3