| 1. |
- Lapsley, Irvine, et al.
(författare)
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Concluding comments : The reflective manager in action
- 2021. - 1
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Ingår i: Managing Public Services : Making Informed Choices - Making Informed Choices. - London : Routledge. - 9780367723255 - 9780367723248 - 9781003154389 ; 2022, s. 187-197
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Bokkapitel (refereegranskat)abstract
- This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book argues that a vision can make explicit values and priorities in an organization. It elaborates on the use of strategic cost management and how it can be used, not solely but in connection with other more qualitative data. The book discusses performance management. It elaborates on challenges related to the implementation of information and communications technology (ICT) solutions. The book argues that uncritically introducing branding concepts from the private sector into public services. It focuses on Lean Management questions whether a tool devised by and for a major vehicle manufacturer is also applicable to public services. The book also focuses on resilience explains how resilient management may be constituted and understood by discussing resilience and sensemaking. It describes the risks of risk management.
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| 2. |
- Mattisson, Ola, et al.
(författare)
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Introduction
- 2021
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Ingår i: Manging Public services : Making Informed Choices - Making Informed Choices. - London : Routledge. - 9780367723255 ; , s. 3-11
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Bokkapitel (refereegranskat)abstract
- In this chapter management of public services is introduced as a topic. The tasks and general challenges for management are described. Also, the specific setting for public services is elaborated on and discussed. In this uncertain environment management needs to be flexible and responsive to new ideas and practices to fulfil its purpose. The ability to adapt quickly to unpredictable changes in circumstances is crucial. This is not a simple question of selecting the appropriate means to achieve a given end. We argue that this mission requires steering away from recipe management and instead emphasizing and encouraging reflective managers with a critical mindset. The chapter ends with a plan for the rest of the book.
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| 3. |
- Andersson, Fredrik, et al.
(författare)
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Market Solutions
- 2017
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Ingår i: Modernizing the Public Sector : Scandinavian perspectives - Scandinavian perspectives. - 9781315560328 - 9781138675940 ; , s. 181-192
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Bokkapitel (refereegranskat)abstract
- The reliance on market solutions by the Swedish public sector has increased significantly in recent decades. The Swedish example is characterized by an openness to market solutions in many public-sector activities and by a mix of procurement arrangements and choice-based arrangements. The overall experience is that the consequences of the extension of market solutions have been less profound than has been argued by either proponents or adversaries. The benefit of an extended reliance on market solutions is hard to evaluate, but in the examples considered in this chapter – elderly care, schooling and health care – a cautious interpretation is that there is evidence of some modest positive effects and little evidence of severely adverse effects.
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| 4. |
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| 5. |
- Bertilsson, Jon, et al.
(författare)
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Brand orientation : Tensions and conflicts in public management
- 2021
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Ingår i: Managing public services : Making informed choices - Making informed choices. - London : Routledge. - 9780367723248 - 9781003154389
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Bokkapitel (refereegranskat)abstract
- Public institutions such as cities, the police or schools are increasingly adopting a brand orientation, understood as an approach to organization aiming to create coherence around image and identity, such that consistent, precise and coherent messages can be presented about the organization to internal and external stakeholders. This may be seen as an expression of what is sometimes called “brand society,” meaning that branding affects ever more aspects of human life, including public sector organizations (Kornberger, 2010). Similar to other management techniques – like Lean Management or TQM – branding has its roots in private organizations. Although private and public organizations may gain from exchanging management practices, it also creates tensions between corporate and civic rationales and practices. For instance, whereas the corporate branding ideal is to seek to reduce complexity via a coherent or unified identity and presentation to customers, public organizations are complex and must communicate with and serve a diverse public (Wæraas, 2008). In the wake of this development toward brand orientation, it is important to understand intended and unintended consequences for organizations, public employees, citizens and other stakeholders.
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| 6. |
- Bringselius, Louise, et al.
(författare)
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The unfolding of agency autonomy over time : The Swedish Social Insurance Agency 2003-2015
- 2017. - 1
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Ingår i: Modernizing the Public Sector : Scandinavian Perspectives - Scandinavian Perspectives. - 9781138675940 ; , s. 99-118
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Bokkapitel (refereegranskat)abstract
- The literature on agency autonomy typically assumes that agency autonomy is relatively stable over time and that it unfolds primarily in the relation between agencies and their parent ministries. This chapter challenges these assumptions. It explores how agency autonomy unfolds over time from a system-wide perspective, including the relation between the agency and its parent ministry, the relation between management and employees and the relation between the agency and the citizenry. Data from a qualitative case study of the Swedish Social Insurance Agency (SIA), covering the 12-yearperiod 2003–2015, is reported. Observations indicate that the agency/ministry relation has changed with each director-general but they also indicate that there is a delicate interaction between the three relations, where they all impact on one another. This suggests that agency autonomy may be best understood as volatile and formed in a complex web of relations.
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| 7. |
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| 8. |
- Hellström, Caroline, et al.
(författare)
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Humour and Happiness in an NPM World : Do They Speak in Jest?
- 2016
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Ingår i: Critical Perspectives on Accounting. - : Elsevier BV. - 1045-2354. ; 37, s. 51-64
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Tidskriftsartikel (refereegranskat)abstract
- This study examines perceptions of humour and happiness in a world where NPM ideas have a profound influence on many aspects of everyday living. The researchers interviewed comedians and their circle of co-workers at comedy festivals. Comedians seek to make us laugh, but this paper examines whether they have a serious message, too. This research reveals comedians as critical thinkers, as edge-workers who challenge convention with a particularly powerful critique of the primacy accorded to managerialism in public services and in contemporary society.
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| 9. |
- Hellström, Mikael, et al.
(författare)
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NPM? No thanks-We want bureaucracy!
- 2024
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Ingår i: The Resilience of New Public Management. - 9780198883814 ; , s. 195-195
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Bokkapitel (refereegranskat)
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| 10. |
- Hellström, Mikael, et al.
(författare)
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Strategizing : At a new crossroads?
- . - 1
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Ingår i: Managing Public Services : - Making Informed Choices - - Making Informed Choices. - 9780367723255 - 9780367723248 - 9781003154389 ; 2022, s. 31-43
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Bokkapitel (refereegranskat)abstract
- Finding ways to use limited resources to reach ambitious visions, what we call strategizing, is always a challenge. Possibly, the challenge is greater in public sector organizations aiming to fulfil a political vision for a future society. It is more challenging because public services have many and varied stakeholders and institutional arrangements and deliver different kinds of services and products to society. This is a demanding situation to manage. When adding a general shift towards higher complexity in some of the strategic contexts in which public services operate, the process of strategizing becomes even more demanding and complex. This shift in complexity can be interpreted as a new crossroads, making it increasingly important for managers to be aware of the conditions for strategizing given the contexts they operate in.The chapter analyses how managers understand the context and concepts of strategy by elaborating on a continuum of contexts, with a rational strategic environment at one end and a systemic strategic environment at the other end. Those two endpoints also affect how to think; is it possible to work with rigid analyses of vast amounts of data, or is strategic thinking shaped by an apparent lack of unambiguous data and the unknown future? Two approaches to acting strategically are introduced: a hierarchically based approach and a more dialogue-based approach. The chapter ends with a mind-map managers can use in positioning their strategic context to help them understand the consequences for strategizing public services.
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