Suchergebnisse

Brings together public services policy and public services management in a fresh way. This book presents a critical perspective on policy orthodoxy around critical public services policy and management studies. It is suitable for academics, policy makers and practitioners who are engaged in the organization of public services delivery.

The 2014 referendum on Scottish independence saw the creation of a powerful alliance of forces - from traditional nationalists to leftists of various stripes, a wide range of special interest groups, and a large constituency often described as simply "disillusioned" with the status quo. Yet the Scottish National Party (SNP)-led independence campaign failed to achieve a majority. The main reasons for this are seen in "the SNP's position on the currency of an independent Scotland, [and] on Scotland's membership of the European Union, and in the economic consequences of independence, particularly in terms of Scotland's giant financial sector." (IFSH/Pll)

Illustrates the failure of a competence‐based management development programme in a hospital trust to achieve organisational objectives. The approach and content of the management development programme is resisted by participants despite the facilitators drawing upon management theory to legitimate it. The question posed in this paper, building upon an earlier study by Holman and Hall (1996), is whether the generic approach of competence‐based management development is appropriate in the UK NHS. The theoretical inspiration for the research is what may be termed a "processual" or "contextualist" approach which is clearly influenced by "negotiated order" literature.

Provides a case study of teambuilding training in a clinical
environment. Analyses changes in behaviour for individuals and teams
following training, and seeks to provide lessons for the trainer and
line manager by drawing out the successes and problems of the
intervention. Also provides lessons for trainers and line managers in
professional environments, but more broadly for trainers involved with
teambuilding training. Also raises the issue of what constitutes
organization development.

AbstractVarious public administration jobs are described as "impossible," meaning that they have an unpopular or illegitimate client base, stakeholders have conflicting values, and leaders and their agency's mission are continually questioned. Although this framework is widely used, it has also become overgeneralized. The authors propose three theoretical extensions to understanding impossible jobs based on findings from a three‐year multimethod study of riot policing. First, a distinction can be drawn between impossible jobs and impossible tasks. Second, the relationship between impossible jobs and street‐level bureaucracy is clarified; the case of riot police shows that some street‐level bureaucrats face impossible tasks. Third, the authors show that the conceptualization of the client base has been overly static—in some situations, the client base fractures, or grows rapidly, and legitimacy can change in real time.

Our study examines brokering of situated knowledge within an organizational context, characterized by professional hierarchy. We examine how professional affiliation and associated power differentials impact upon knowledge brokering at the individual and group levels within an organization. Our empirical case, which combines social network analysis and qualitative fieldwork, is set in healthcare with a focus upon integration of management, psychosocial and clinical component knowledge domains deemed necessary for treatment of a long-term condition. Our study shows that peer-to-peer knowledge brokering, which is framed by professional hierarchy, remains pervasive with respect to medical knowledge brokering. However, social structures might be mediated through developing architectural knowledge, reflected in both formal and informal organizational routines and schema, which engenders community tendencies that transcend professional hierarchy, so that knowledge brokering is more widely distributed to benefit patients.