Merrick NPeople Management, (UK), 30 Apr 98 (4/9)
Start page: 38 No of pages: 3
Profiles the way that the North East Essex Mental Health NHS Trust (UK) approached helping staff to deal with the stress caused by the closure of one of its hospitals. Underlines that stress is common within the health service, reporting research which found that between a quarter and a third of NHS employees were under stress, including a high proportion of managers as well as clinicians. 

Sowa M, Niland R
Public Management, (USA) (76/11):
Start page: 4 No of pages: 8
Two papers by sufferes (who are/were high-flying US city managers) stress the importance of changing attitudes to clinical depression, which must be accepted as a medical illness requiring treatment. The, two authors describe their own cases, what happened to them at work and at home, aiming to raise awareness of the problem and its potential manifestations in the workplace. 

Nicholls J A F, Gilbert G R, Roslow S
Journal of Consumer Marketing, (UK), 1998 Vol 15 No 3
Start page: 239 No of pages: 13
Aims to help organizations develop an instrument with which to measure customer satisfaction within a service setting. Reviews the literature relating to service quality and customer satisfaction, focusing on customer expectation, technical and functional approaches, the influence of time, and service quality versus service satisfaction. 

Stainer A, Stainer L
Strategic 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. 

Lewellyn SAccounting, Auditing & Accountability Journal, (UK), 1998 Vol 11 No 3  Start page: 292 No of pages: 17 Looks at how responsibility is being devolved along with United Kingdom social services budgets to client services managers, team managers and frontline care workers. 

McNamee D
Internal Auditing, (UK), Apr 1998
Start page: 22 No of pages: 2
Reports that Australia and New Zealand have developed the world’s first standard for risk management, which is being adopted in their public sectors. Considers the advantages of this within the context of devolving public sector services, and the importance of top management support and guidelines in making it work. 

Christine Bellamy and John A Taylor
This ground-breaking study provides a balanced investigation into the significance of the so-called ‘information age’ to contemporary government. It examines available perspectives on the relationship between information and communication technology and social change, and applies them to the organisation and practice of governing and governance in the UK. 

Ewen S
Public Finance, (UK), 29 May 1998. Start page: 18 No of pages: 3 Describes the United Kingdom MBA courses available to public sector employees, and the proportion receiving financial sponsorship. Discusses the merits of broad and specialist MBAs, suggesting that broad awareness is very important for accountants who need to learn how to manage change. Reports private sector interest in staff with public sector experience and qualifications as partnership develops between the two. 

Kearsey A, Varey R J

Public Money & Management, (UK), Apr-Jun 1998 Vol 18 No 2 Start page: 51 No of pages: 10
Points to the lack of a universal definition of marketing and to the difficulty of applying product-based concepts to services marketing and to the public sector in particular; discusses characteristics of public sector and non-profit organizations, and reviews the literature on consumer choice in the public sector context. 

Edgeman R L, Williams J
Quality Progress, (USA), Feb 98 (31/2)
Start page: 78 No of pages: 5
Notes the common emphasis on leadership in the quality management
philosophies of such luminaries as Deming, Juran, and Senge. Proposes a
process of integration of quality management tools and techniques that
could improve the likelihood of choosing a leader able to move an
organization in a defined direction. Discusses recruitment and selection
and focuses on the executive characteristics of leadership.