Creating an Effective Public Sector

This book offers an in-depth look at developing effectiveness in the public sector and how to achieve the best possible outcomes for people rather than just good or efficient outputs.

Autorentext

Mike Bourne is Professor of Business Performance at Cranfield University where he is Director of the Centre for Business Performance. He chairs the Performance Measurement Association and is Director of the Infrastructure and Project Authority's (Cabinet Office and Treasury) Performance Leadership Programme (PLP) that has engaged more than 1,200 senior public servants. He is a lead on the subject of governance for Project X (the collaboration between academia and government, working towards better project delivery). He has a PhD from the University of Cambridge and speaks internationally on the theme of organisational performance.

Pippa Bourne is a Visiting Fellow at Cranfield School of Management and Director of Bourne Performance, a consultancy helping organisations to achieve higher levels of performance. Her particular interest is the relationship between the culture of the organisation and its performance. She has many years of practical experience working in Higher Education and professional organisations managing the relationships between different groups of people to create effective organisations. Most recently, she has been involved in research with a group of universities interviewing those involved in major government projects in the US and the UK. She has an MBA and has completed a certificate in Coaching at the University of Cambridge's Institute for Continuing Education.

Inhalt

List of illustrations

Preface

Acknowledgements

Introduction

Part 1: Creating the Environment for Change

Chapter 1: What are the Challenges?

Chapter 2: Leadership and Creating a Culture of Effectiveness

Chapter 3: The Skills of Leadership

Chapter 4: Changing the Thinking

Part 2: Approaches for Making it Happen

Chapter 5: Creating Supportive Structures

Chapter 6: Effectiveness and Planning for Change

Chapter 7: Stakeholders and Change

Chapter 8: Capacity and Capability for Change

Chapter 9: Theory of Change Tools

Chapter 10: Measuring Performance: The Performance Framework

Chapter 11: Linking Measurement to Strategy

Chapter 12: How to Measure Performance

Chapter 13: Reviewing Performance

Chapter 14: Governance

Part 3: Bringing it all Together

Chapter 15: Four Pillars of Effectiveness

Chapter 16: Reflections