TY  - BOOK
AU  - Scholes,Kevan
AU  - Johnson,Gerry
TI  - Exploring public sector strategy
SN  - 0273646877
AV  - JF1351 EXP 2000
U1  - 352.3/4 21
PY  - 2000///
CY  - New York, London
PB  - Prentice Hall
KW  - Public administration
KW  - Strategic planning
N1  - Includes bibliographical references and index; 1; The implications of 'publicness' for strategic management theory; John Alford --; 2; The processes of strategy development in the public sector; Nardine Collier, Frank Fishwick and Gerry Johnson --; 3; Global influences on the public sector; Jan Eppink and Steven de Waal --; 4; Trust and distrust in regulation and enforcement; Les Prince and Ray Puffitt --; 5; Measuring up to the best: A manager's guide to benchmarking; Mik Wisniewski --; 6; The Best Value initiative; Simon Speller --; 7; Clinical governance; David Herbert --; 8; The Maslin Multi-Dimensional Matrix: A new tool to aid strategic decision making in the public sector; Les Prince and Ray Puffitt --; 9; Stakeholder mapping: A practical tool for public sector managers; Kevan Scholes --; 10; Implications of ownership for strategy: The example of commercial semi-state bodies in Ireland; Eleanor Doyle --; 11; Formation and control of public-private partnerships: A stakeholder approach; Richard Butler and Jaz Gill --; 12; Public sector partnerships and public/voluntary sector partnerships: The Scottish experience; Sandra Hill --; 13; Strategy and structures in the public sector; Kevan Scholes --; 14; The relationship between quality, approaches to management control, and the achievement of best value in public sector professionals service organisations; John McAuley --; 15; Business process re-engineering in the public sector: A case study of the Contributions Agency; Barbara Harrington, Kevin McLoughlin and Duncan Riddell --; 16; Devolution and control within the UK public sector: National Health Service Trusts; Tom Forbes --; 17; Mapping and re-mapping organisational culture: A local government example; Gerry Johnson
ER  -