Donald G. KrauseThere are many theories of leadership. Some may be very good indeed, but none of them has passed the test of time. On the other hand, the wisdom contained in this book, time and again over 2500 years, has worked and continues to work. The first chapter, “The character of leadership”, is an introduction to the leadership philosophy of Sun Tzu and Confucius as it applies to business. The next seven chapters guide the reader through the seven principles of leadership which work together to form the character of an ideal leader. These seven principles are: self-discipline, purpose, accomplishment, responsibility, knowledge, leadership and example (SPARKLE). Each chapter contains a discussion of how famous leaders throughout recent history successfully applied the principle under discussion to achieve personal or organizational success.
Tim Pickles and Penny SharlandThis is a flexible resource from which individuals can extract materials as appropriate. The pack includes background material and 11 issue-focused chapters each with an introduction and practical activities designed to assist in applying the material to specific situations. It provides a range of accessible and relevant strategies that will assist managers and staff teams in public sector agencies and not-for-profit organisations in preparing for and surviving change.
The Australian Taxation Office has developed a fraud awareness program which includes a multi-media presentation for delivery to staff. It also contains brochures and pamphlets on fraud reporting guidelines, witness reporting and managerial responsibilities. The program seeks to raise the awareness of staff in identifying and reporting potential cases of fraud or misconduct within the Taxation Office. A demonstration CD and other information can be obtained from Graeme Waters, Manager Fraud Prevention and Control, Internal Assurance Branch, Australian Taxation Office, e-mail graeme.waters@ato.gov.au
By Peter KingHousing benefit in the UK is currently out of control, due to its openendedness and the ability of landlords to control rent levels. This paper proposes the abolition of housing benefit and its replacement with a notional housing element incorporated into income support. . This will break the control of landlords as well as reconnecting the link between
income and rent levels which is lost under the current system.
By Valerie Archibald,Resource Accounting represents a fundamental change to the way Government Departments, Agencies and Non-Departmental Public Bodies report on their spending and achievements. The book covers the range of processes in simple language, making it a ‘must have’ read for managers, members of parliament and accountancy students. The foreword is written by head of the Government Accounting Service, Andrew Likierman, who says: “Valerie Archibald’s book will enable many who have had very little contact with the world of accounting to get to grips with the changes that will make more sophisticated the way central government plans, controls and reports on what it does.”
SECTOR Linden, R. M.Shows how to make government more responsive to the public’s will so that it can regain the public’s confidence. Offers public institutions what they desperately need – a practical, proven model to transform themselves for the future. Defines re-engineering as based on three principles: challenge the fundamental assumptions on which the organization is built; focus on processes; and organize around outcomes (not inputs and outputs). Not a book filled only with theory; it includes chapters on dealing with barriers, tips on implementation, and practical suggestions for handling the people problems associated with fundamental change. Provides a useful road map to change, but also challenges the reader to develop new ways of thinking about government, about service, and about their changing roles. A bold call to action.
Read more on SEAMLESS GOVERNMENT: A PRACTICAL GUIDE TO RE-ENGINEERING IN THE PUBLIC…
Tim Pickles & Penny SharlandA new, practical toolkit which provides managers with a host of ideas for achieving the best results at work. The manual combines traditional and systemic approaches to management. Material on new and emergent styles in organisational management tackles the more difficult and less accessible aspects of managing people, workplaces and work cultures. Providing over 60 tools for effective management It includes new management theories translated into practical tools to help managers create dynamic, responsive and evolving teams or organisations.
By Sue Gross and Professor Paul Corrigan
The draft local government (organisations and standards) bills sets out a
range of new roles and responsibilities for council members. This pamphlet
explores the way in which councillors need to develop their scrutiny,
representation and executive skills to fill these different roles and the
support they will need. ‘I believe this publication is a major move
forward in the evolving debate on the representative role. Getting a grasp
of what this is really going to mean to the majority of elected members is
whithout doubt the biggest barrier, as I see it, to the enthusiastic
implementation of the Government’s modernisation programme?’ Councillor
Douglas Eyre, Bournemouth Borough Council
By Geoffrey Filkin
Best Value will require the most profound shift of attitudes, performance
and skills that local government has been expected to make for decades.
This paper, with contributions from a range of experts from the private and
public sector, explores the problems that local authorities are facing,
what support is needed to help overcome them and the institutional options
for building capacity.
Douglas Hague
An analysis of how institutions can transform their cultures and avoid
stagnation. It sets out a series of proposals for introducing greater
dynamism and learning capacity into schools, universities, the civil
service and companies. Sir Douglas Hague is an associate fellow at
Templeton College. He has also contributed to Demos Quarterly and Life
after politics
Read more on TRANSFORMING THE DINOSAURS: HOW ORGANISATIONS LEARN…
