INNOVATION FOR THE 21ST CENTRURY ORGANISATION
Bob Galliers, Warwick Business School, UK and Walter Baets, Nijenrode University, Netherland.
This book discusses a holistic approach to organisations. It explores alternative organisational forms and work practices, the use and availability of information systems, evolving skill requirements, the innovative power of information technology, the creation of knowledge, and the re-shaping of industrial sectors. Presents forward looking exciting topics. 

2nd edition
Owen Hughes, Professor of Public Sector Management, Monash University, Australia
This book introduces and assesses the principles and theories underlying recent changes in the scope and management of the public sector. The earlier, traditional model of public administration dominant for most of the century is argued to be discredited. 

Clay Carr

This extremely accessible, hands on, practical guide incorporates the ideas and practices of team-based management which have developed since the first highly successful edition was published in 1988. Designed for newly appointed managers and those who want to become managers, it covers such topics as creating successful employee motivation, delegation and communication. Offers new insights on the trenchant management skills including influence and effective problem solving. 

Enabling the Learning Society
Stewart Ranson, Professor of Education, University of Birmingham, and John Stewart, Lecturer in Social Policy, Lancaster University
‘…a clear and provocative account of how we have gone wrong in public management and how we might begin to put it right.’ - Ricardo Blaug, Political Science
In this important attempt to reorient the theory and practice of public management, Stewart Ranson and John Stewart argue that public organisations must be analysed in terms of the distinctive values, purposes, tasks and conditions of the public domain. 

By Christopher Barnatt, University of Nottingham
The author is concerned with the shifting boundaries of organisational achievement across time. He looks at how future forms of organisation may develop as the next millennium looms closer given the constantly changing nature of ‘reality’. 

Contents: Setting the Scene. Mitel Telecom Business Process Re-engineering: Notes from the Leading Edge (A. Kirkham). Business Process Re-engineering - a Public Sector View ( G. Hutton). Business Processes - The Role of People (C. Armistead & P. Rowland). Perspective from the Operating Disciplines. Strategic Management and BPR (S. Segal-Horn and C Browne). Going with the Flow: Re-engineering Logistics (J. Cooper). Perspectives from the enabling disciplines. 

Steve Leach, Senior Lecturer, Institute of Local Government Studies, University of Birmingham, John Stewart, Lecturer in Social Policy, Lancaster University, and Kieron Walsh, sometime Professor of Public Sector Management, University of Birmingham
Local government organisation and management in Britain is in the throes of a major transformation brought about by changing economic, social and political circumstances and central government legislation. 

David Casey
“This is an interesting and useful book written by a leading and widely respected consultant and learning facilatator.”
- Human Resource Management Journal.
“…the concepts and cases are fascinating… extremely thought provoking…well worth buying.” - Action Learning News
“…tightly written, based on experience in many public and private organizations, from international computer giants to local government, hospitals and schools. 

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. 

Sue Dopson, Lecturer in Management Studies and Fellow in Organizational Behaviour, Templeton College, Oxford
This book uses the case of the National Health Service to examine the management of ambiguity and change. Studies of the implementation of the Griffiths Report have identified a number of unintended consequences, but it is argued that they have not adequately theorised these outcomes in the policy implementation process.