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Public Sector Managerial Effectiveness: Theory and Practice in the Nhs download ebook

by P. Spurgeon,Hugh Flanagan

Public Sector Managerial Effectiveness: Theory and Practice in the Nhs download ebook
ISBN:
0335157769
ISBN13:
978-0335157761
Author:
P. Spurgeon,Hugh Flanagan
Publisher:
Open Univ Pr (December 1, 1995)
Language:
Pages:
144 pages
ePUB:
1609 kb
Fb2:
1184 kb
Other formats:
lrf mbr lrf doc
Category:
Medicine & Health Sciences
Subcategory:
Rating:
4.2

Public Sector Managerial Effectiveness book.

Public Sector Managerial Effectiveness book. Details (if other): Cancel. Thanks for telling us about the problem. Public Sector Managerial Effectiveness: Theory and Practice in the National Health Service. by. Hugh Flanagan, P. Spurgeon.

This book offers a new, practical approach to healthcare reform. Departing from the priorities applied in traditional approaches, it instead assesses – both theoretically and practically – the successful lessons learned in other safety-critical industries, and applies them to healthcare settings. The authors focus on the importance of human factors and performance measures to establish proactive, systematic methods for healthcare system design.

Public Sector Managerial Effectiveness: Theory and Practice in the National Health Service. Hugh Flanagan, Peter Spurgeon. Policy-makers, managers, and clinicians use their best efforts to improv. More).

Carried out in three different UK public sector organisations, they focused on the . In the NHS Trust study three sets of criteria were identified from th. .

Carried out in three different UK public sector organisations, they focused on the observed managerial behaviour of middle and front line managers. In particular Flanagan and Spurgeon (1996 pp. 41-42) draw attention to a widely held view that management effectiveness is contingent, derived from what others expect or require managers to do and conclude that effectiveness should not be taken as some objective absolute which holds good for all managerial jobs in all organisations as it can be defined only in situational terms

Understanding the National Health Service Reforms?the Creation of Incentives? by Peter A. West.

Understanding the National Health Service Reforms?the Creation of Incentives? by Peter A. Open University Press, Buckingham, 1997, 208 pages, 1. 9, ISBN 0 335 19243.

Public Sector Managerial Effectiveness. Theory and Practice in the Nhs. by Hugh Flanagan, P. Published December 1995 by Open University Press. National health services, Administration, Organizational effectiveness.

The criteria of managerial effectiveness within secondary schools. Transformation of employment practices in Korean businesses. CORE: Collected Original Resources in Education, 12(1): 1–221. Hamlin, R. & Patel, T. 2012. International Studies of Management and Organization, 28(4): 26–39. CrossRefGoogle Scholar. Journal of Management Studies, 37: 427–443. Oh, H. Chung, M. & Labianca, G. 2004.

Home . Details for: Public sector managerial effectiveness . Contributor(s): Spurgeon, P. (Peter). Details for: Public sector managerial effectiveness : Normal view MARC view ISBD view. Public sector managerial effectiveness : theory and practice in the National Health Service, Hugh Flanagan and Peter Spurgeon. Publisher: Buckingham ; Bristol, PA, USA : Open University Press, 199Description: vi, 128 p. : ill. ; 24 c. SBN: 0335157777 (hb); 0335157769 (pb). Subject(s): National health services - Great Britain - Administration Organizational effectivenessDDC classification: 36. /0941. Tags from this library: No tags from this library for this title.

The study and practice of public management has undergone profound changes across the world. Over the last quarter century, we have seen. the increasing criticism of public administration as the over-arching framework for the provision of public services. the rise (and critical appraisal) of the ‘New Public Management’ as an emergent paradigm for the provision of public services. Learn mor. ubject Categories.

Theory and Practice of Online Learning . ca/online book Athabasca University. This book, authored principally by current and past staff members integral to the implementation of this strategic vision, presents individual practitioners’ views of the principal pedagogical and course management opportunities and challenges raised by the move to an online environment.

This text examines the confusion surrounding the concept of effectiveness; offers practical guidance to help managers explore their performance expectations; and illustrates how clarity of understanding can promote improved performance. It examines the assumptions behind terms such as "personal accountability", "clearly identifiable measures of performance" and, most notably, the belief that "effectiveness" is absolute and universal. It argues that effectiveness is a largely subjective and localized concept and that performance criteria and good managerial practice must be defined within the context of each organization. This is especially relevant for the transfer of ideas and practices from the private to the public sector. This book should be of interest to health-service managers, health professionals and students of business and management.