Mitchell SModern Management, (UK), Apr 1998 Vol 2 No 12 Start page: 33 No of pages: 3

Looks at Lewisham Council’s adoption of Investors in People (IIP) as part of its quality approach to tackling inner city problems. Explains that the UK IIP programme aims to improve service quality through staff training and development. Notes the success of the Lewisham programme and discusses the four underlying principles of the process. In order to illustrate the results of the scheme, focuses on the Social Services department and development of its service plan which involved identification of user needs, service design and implementation, evaluation and monitoring. Describes the emphasis on training and evaluation, noting the importance of communication and encouragement of staff involvement.

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Moon C, Swaffin-Smith CTotal Quality Management, (UK), May 98 (9/2&3) Start page: 301. No of pages: 10

Reviews the problems experienced in introducing the concepts of TQM into the public sector, and highlights the need for empowerment as one of the major obstacles; examines the limited uptake of quality concepts by the UK public sector, and suggests that control by the customer needs to be sought along with demand by the worker. Focuses on the impact that empowerment has had in two cases in HM Customs and Excise and the Benefits Agency, and suggests that beyond traditional TQM and empowerment there is an emerging paradigm in the public services based upon stakeholder principles.

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Currie GThe International Journal of Public Sector Management, (UK), Vol 11 No 1 98. Start page: 7. No of pages: 20

Questions whether the generic approach of competence-based management development is appropriate in the UK’s National Health Service, presenting a study of a management development programme delivered in a medium-sized hospital trust (The Florence Hospital) aimed at assessing the success of management development intervention at bringing about a desired cultural change. Tracks the development of competence-based approaches to management education before outlining the programme design, process of delivery and outcomes of the Florence programme which was followed by 35 participants. Outlines the reasons for the programme’s failure. Contends that competence-based management development programmes are inappropriate to the diversity of activity found in the public sector in general, and suggests that the strategic framework should be flexible enough to accommodate the responses to change of any programme participant.

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Young B S, Worchel S, Woehr D JPublic Personnel Management, (USA), Autumn 1998 Vol 27 No 3

Start page: 339. No of pages: 10

Tests out the hypothesis that organizational commitment among blue-collar workers will be more closely related to extrinsic rewards, such as pay and promotion, than to intrinsic rewards, such as autonomy and feedback on their job performance. Uses a sample of 64 employees for a public services department in the USA to analyse their attitudes to their jobs and the factors that affected their commitment to their work. Finds that, contrary to expectations, extrinsic rewards were no more important than intrinsic rewards in predicting the organizational commitment of the blue-collar workers. Considers the implications of this for managing this group of employees.

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Ryle SPublic Finance, (UK), 28 Aug-Sep 3 1998.Start page: 24.No of pages: 4

Describes the growth of postgraduate business qualifications (MBA) for public sector managers, in order to cope with uncertainty. Argues that middle managers should seek employer sponsorship and attend a good quality business school (only one third of United Kingdom colleges are accredited by the Association of MBAs). Provides a checklist for would be students, who must be motivated to succeed. Includes a case study of a successful student.

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Curry A, Herbert DManaging Service Quality, (UK), 1998 Vol 8 No 5 Start page: 339. No of pages: 11

Highlights the importance of measuring service quality in public service organizations, stating that client quality, professional quality and management quality all need to be carefully evaluated. Aims to demonstrate the relevance to services measurement of the Servqual model and of quality function deployment (QFD). Identifies criteria for measuring service quality: tangibles; reliability; responsiveness; assurance; and empathy. Discusses many of the ‘gaps’ experienced by customers. Describes QFD in detail and develops a logical progression from Servqual. Presents two short case studies: the first in a psychological service and the second in a careers advisory service, both in Scotland, and outlines how QFD, in association with process mapping, has been used to improve service and enhance staff motivation and understanding.

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Millar C.Total Quality Management, (UK), May 98 (9/2&3) Start page: 289 No of pages: 12

Traces the convergence of the managerial contexts of manufacturing and public service over recent years, and notes that public bodies have been encouraged to adopt private sector practices. Maintains that like manufacturing, public service operations can be viewed in terms of its inputs, processes and outputs, and asserts that at the micro-level the differences between the two forms of organization are no longer relevant. Highlights some of the manufacturing concepts that have been adopted by public services, and gives some examples of their use by short case studies. Proposes a new area of research aimed at discovering whether manufacturing methods are applicable and beneficial to the UK public service sector, and suggests a framework in which this could be progressed.

Read more on TOWN HALL FACTORY – APPLYING MANUFACTURING MANAGEMENT TO PUBLIC SERVICES…

Rowley JTotal Quality Management, (UK), May 98 (9/2&3)Start page: 321. No of pages: 13

Reviews the development in the UK of the User’s Charter, a contract between the public service provider and the customer, and highlights the ensuing need to measure performance; identifies the particular characteristics of services that make measurement difficult, and discusses the nature of quality in respect of services and their classification. Trawls the literature to define service quality dimensions, and concludes that it is essential for the Charter to be understood by both parties and to satisfy their differing needs.

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Stainer A, Stainer LStrategic Change, (UK), Mar-Apr 1998 Vol 7 No 2 Start page: 111. No of pages: 9

Explains why strategic change and the analysis of performance require a special focus in public services, and states that the challenge for management is to develop processes founded on stakeholder reality; looks at the measurement of productivity and performance in service industries, covering aspects such as the three Es (economy, efficiency, effectiveness) and quality of service. Develops a basic productivity model for the analysis of strategic results, and asserts that productivity and performance analysis/review can highlight the real drivers of value within public-service organizations.

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Smith DManagement Today, (UK), Aug 1998. Start page: 26. No of pages: 4

Looks at crossing the public-private divide in the UK, citing a number of individuals who have transferred in one direction or the other. Interviews Sir John Whitehead, who moved from being ambassador to Japan to become senior adviser to Deutsche Morgan Grenfell and is on the board of Cadbury-Schweppes and British Plasterboard; Neville Bain, who has moved from Coats Viyella to become chairman of the Post Office; and John O’Brien, who used to work for Granada and is now rail franchising director. Talks also to Stephen Bampfylde of head-hunting firm Saxon Bampfylde about the differences in working in the public sector. Notes that one of the main differences is being in the glare of the spotlight. Reports that, under the Labour Government, a number of task forces have been set up, which include many members from the business community. Speculates that, with this policy of breaking down public-private sector divisions, the UK should benefit from better business and better government.

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