By David Farnham, Sylvia Horton

Over the past 20 years public prone were at once tormented by the novel, political and monetary adjustments that have characterised Britain. As 'businesses' public carrier employers are actually changing into extra attentive to their consumers and buyers and feature moved to a extra decentralized and proactive variety, in accordance with inner most quarter practices. This ebook describes prior practices and present advancements in public quarter businesses, taking a look at in-depth case experiences overlaying NHS trusts, the Civil provider, neighborhood executive, police and schooling. It examines implications for the longer term and may supply a useful advisor for either scholars of team of workers and company stories and executives within the public region.

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Public managers have had to set clear objectives and find new ways of designing and delivering services. Extensive use is made of customer questionnaires and opinion surveys, to enable public organizations to respond to the diverging and changing needs of different clients. Skills in developing service contracts have become imperative, as services are increasingly put out to the private sector or as contracts are used amongst internal business units, as in local government. All the innovative management techniques outlined above, and the objectives underlying them, amount to a cultural reorientation in the public services (Metcalf and Richards, 1990).

The first is rooted in the ideology of 'managerialism' or 'neo-Taylorism' (Pollitt, 1993). The second is that public management is identified with businesscentred managerial practices and techniques, imported from the private sector (Hood, 1990). The third is that the new public management is the means for transforming a bureaucratic, paternalistic and democratically passive polity David Farnham and Sylvia Horton 25 into an efficient, responsive and consumerist one (Ranson and Stewart, 1994). These are not mutually exclusive but are overlapping characteristics of the new public management.

People management activities in both types of organizations are bounded externally by the labour markets from which they recruit, the law affecting employment relationships and trade union power. Although each organization has its own personnel policies, there is a common 'people management process' applying to all organizations. 1: procuring the workforce; structuring work; r~warding staff; controlling staff; training staff; staff participation; and exiting staff. Personnel policy, labour markets and employment law Public-service personnel policies tend, in comparison with some in the private sector, to be formal and detailed.

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