FIRST THOUGHTS CHAPTER 1: MANAGING IN THE CHANGING CONTEXT OF PUBLIC SERVICES Defining Public Services, Challenging the Postwar Consensus, The Enabling State, Privatization and Changing Patterns of Ownership, Professionalism versus Managerialism, A Conversation with a Member of Parliament, New Managerialism - An International Perspective, From Competition to Collaboration, New Forms of Organisational Structures, Beyond Bureaucracy, Four New Types of Management, Final Thoughts: Anticipating the Future ROLE ONE: MANAGING CHANGE CHAPTER 2: MANAGING RESISTANCE TO CHANGE IN PUBLIC SERVICES The Inevitability of Change, Types of Change, Possible Responses to Change, A Conversation with a Civil Service CEO, Who will Resist Change? How will they Resist? Overcoming Resistance Coercion. Negotiation. Persuasion. Delegation. Facilitation and Learning, The Effects on Individuals, Final Thoughts: Changing Ideas about Change, Thinking and Learning ActivitiesCHAPTER 3: MANAGING STRATEGY AND CHANGE IN PUBLIC SERVICES Emergent and Prescriptive Approaches to Change, Strategic Change, A Rational Approach to Operational Change, Project Management, A Conversational Approach to Integrating Change, Changing Organizational Culture, Mapping the Cultural Web of a Public Service, Metaphors and Myths, Rites and Rituals, Ceremonies, Symbols and Values, A Conversation with a Manager at the English National Opera, Change or Continuity? Managing Cultural Change in Public Services, Surfacing and Interpreting Organizational Culture, The Values of Management Final Thoughts: Symbolic Literacy and the Management of Meaning, Thinking and Learning Activities ROLE TWO: MANAGING OPERATIONS AND ACTIVITIES CHAPTER 4: MANAGING THE MARKET FOR PUBLIC SERVICES What is Marketing? Components of a Marketing Plan,Economics, Markets and Marketing in Public Services, A Spectrum of Markets: From Pseudo Markets to Relational Markets, Contracting. Adversarial or Obligational Contracts? Consumers or Customers? The Marketing Process. Market Research, Market Definition Forecasting, Temples Analysis, Market Research, Marketing Management, Compulsory Competitive Tendering. A Conversation with a Health Manager, A '5 P' Model for Marketing in Public Services, The Service Life Cycle, Service Vulnerability.

Assessing Risk in Public Service Development, Stakeholder Analysis and Relationship Marketing, Developing a Marketing Plan, Final Thoughts: Markets, Marketing and the 'Good' Society, Thinking and Learning ActivitiesCHAPTER 5: MANAGING THE QUALITY OF PUBLIC SERVICES Concerns about Quality, Quality, Best Value and Value for Money, Defining Quality, A Conversation with a Dissatisfied Customer, Total Quality Management in Public Services, Beyond TQM, A '10 M' Quality Audit, Quality Charters, A Systems Approach to Quality, Quality Chains. A Conversational Approach to Improving Quality, Quality Circles, Benchmarking, Final Thoughts: A Quality Life, Thinking and Learning Activities ROLE THREE: MANAGING PEOPLE CHAPTER 6: MANAGING GROUPS AND LEADING TEAMS IN PUBLIC SERVICES Informal Groups. Formal Groups, Irrationality in Groups, Managing Meetings, Group Formation, Developing Multi-disciplinary Teams, Group Processes, Status, Power and Roles in Groups, Group Work isn't Working, The Failure of Team Working, Making Groups Work, Thinking Groups, A Conversation with the Team Leader of a Multi-agency Project, Problems Caused by Individual Difference in Perception, Personality and Culture, Managing Conflict, Types of Conflict, The Causes of Conflict, Constructive Conflict, Models of Conflict Management, Handling Difficult People, Final Thoughts: Face to Face or Through a Glass Darkly, Thinking and Learning ActivitiesCHAPTER 7: MANAGING LEADERSHIP AND MOTIVATION IN PUBLIC SERVICES Leadership in Public Services, Leaders, Managers and Administrators, Theories of Leadership - The Seven Eras of Leadership. Leaders and Change, The Dark Side of L.