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Sector Management (sector + management)
Kinds of Sector Management Selected AbstractsEvaluating e-government: learning from the experiences of two UK local authoritiesINFORMATION SYSTEMS JOURNAL, Issue 1 2005Zahir Irani Abstract. Part of the remit of public sector management includes planning and reflecting on capital expenditure on new technology. With this in mind, the role that information systems play in supporting improvements in e-government service delivery to stakeholder groups continues to attract much attention. The authors of this paper seek to define the scope and role that information systems evaluation plays within the public sector. In particular, the authors assess whether public sector organizations might benefit from the use of established ex-ante evaluation techniques, when applied to analyse the impact of e-government information systems. Following a comprehensive review of the normative literature, an initial conceptual framework for public sector information systems evaluation is proposed, which is then empirically explored within two local government authorities. The conceptual framework is then revised by using the structured case approach, which is dependent on an iterative research cycle where triangulated data are elicited. This then supports the emergence of new concepts during each research cycle that leads to the view that information systems evaluation in the public sector is a process of experiential and subjective judgement, which is grounded in opinion and world views. This leads the authors to challenge the appropriateness of traditional modes of investment appraisal when applied in the public sector. The finalized framework embraces investment decisions, evaluation methods, culture and structure, as well as post hoc evaluation. It emphasizes the importance of situated, interpretive user assessments in evaluating e-government investments. [source] Can a purchaser be a partner? nursing education in the English universitiesINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 2 2001E. Meerabeau Abstract Since the early 1990s, public sector management in England has been exhorted to follow the example of the private sector, and ,quasi-markets' have been established, for example in the health service. A quasi-market also exists between the NHS and higher education for the purchasing (or procurement) of nursing education. This paper uses policy documents such as the National Health Service Executive Circular (March 1999) on ,Good Contracting Guidelines' for Non-Medical Education and Training, plus other relevant literature on the commodification of higher education, quasi-markets and contract theory to examine this market, and the confusion of two rhetorics, those of competition and partnership. Nursing occupies a marginal place in higher education in England, having only recently become part of it. The emphasis of the quasi-market on the output of a trained ,fit for purpose' labour force combines with professional attempts to create an academic discipline, in complex ways which are as yet underanalysed. Copyright © 2001 John Wiley & Sons, Ltd. [source] Tourism: politics and public sector management by James Elliott.INTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 2 20011997., London, Routledge No abstract is available for this article. [source] Building the capacity for evidence-based clinical nursing leadership: the role of executive co-coaching and group clinical supervision for quality patient servicesJOURNAL OF NURSING MANAGEMENT, Issue 2 2007BA (Hons), JO ALLEYNE DProf Aim, The general aims of this article were to facilitate primary care nurses (District Nurse Team Leaders) to link management and leadership theories with clinical practice and to improve the quality of the service provided to their patients. The specific aim was to identify, create and evaluate effective processes for collaborative working so that the nurses' capacity for clinical decision-making could be improved. Background, This article, part of a doctoral study on Clinical Leadership in Nursing, has wider application in the workplace of the future where professional standards based on collaboration will be more critical in a world of work that will be increasingly complex and uncertain. This article heralds the type of research and development activities that the nursing and midwifery professions should give premier attention to, particularly given the recent developments within the National Health Service in the United Kingdom. The implications of: Agenda for Change, the Knowledge and Skills Framework, ,Our Health, Our Care, Our Say' and the recent proposals from the article Modernising Nursing Career, to name but a few, are the key influences impacting on and demanding new ways of clinical supervision for nurses and midwives to improve the quality of patient management and services. Method, The overall approach was based on an action research using a collaborative enquiry within a case study. This was facilitated by a process of executive co-coaching for focused group clinical supervision sessions involving six district nurses as co-researchers and two professional doctoral candidates as the main researchers. The enquiry conducted over a period of two and a half years used evidence-based management and leadership interventions to assist the participants to develop ,actionable knowledge'. Group clinical supervision was not practised in this study as a form of ,therapy' but as a focus for the development of actionable knowledge, knowledge needed for effective clinical management and leadership in the workplace. Findings, ,,Management and leadership interventions and approaches have significantly influenced the participants' capacity to improve the quality of services provided to their patients. ,,Using various techniques, tools, methods and frameworks presented at the sessions increased participants' confidence to perform. ,,A structured approach like the Clinical Nursing Leadership Learning and Action Process (CLINLAP) model makes implementing change more practical and manageable within a turbulent care environment. The process of Stakeholder Mapping and Management made getting agreement to do things differently much easier. Generally it is clear that many nurses and midwives, according to the participants, have to carry out management and leadership activities in their day-to-day practice. The traditional boundary between the private, the public and the voluntary sector management is increasingly becoming blurred. Conclusion, It is conclusive that the district nurses on this innovative programme demonstrated how they were making sense of patterns from the past, planning for the future and facilitating the clinical nursing leadership processes today to improve quality patient services tomorrow. Their improved capacity to manage change and lead people was demonstrated, for example, through their questioning attitudes about the dominance of general practitioners. They did this, for example, by initiating and leading case conferences with the multi-disciplinary teams. It became evident from this study that to use group clinical supervision with an executive co-coaching approach for the implementation and to sustain quality service demand that ,good nursing' is accepted as being synonymous with ,good management'. This is the future of ,new nursing'. [source] Passive Support: No Support at All?NONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2002Dag Wollebęk Several scholars have pointed out a shift from classic secondary associations to tertiary organizations based on passive support in Western countries. This development necessitates a better understanding of passive support within social science and voluntary sector management, on which strong opinions are expressed in the literature. This article attempts to contribute to the empirical basis for such opinions. We suggest that the current anxieties concerning the future of democracy if activity rates drop may be exaggerated. [source] North Korean Energy Problems and Solutions: A Russian Perspective1PACIFIC FOCUS, Issue 1 2008Georgy Toloraya The energy situation in the Democratic People's Republic of Korea (DPRK) remains very difficult and could prevent the economic progress of the country even if large foreign assistance and investment were at hand. Analysis of the country's energy supply and demand patterns shows that the outdated energy-hungry industries and the wasteful use of energy due to a lack of incentives lead to a much higher energy use per unit of gross domestic profit (GDP) than in comparable economies. On the other hand the domestic supply is limited, while the lack of financing sources limits the external supply. The DPRK cannot attain energy security on its own: this is the priority task for international assistance, especially in the context of the Six-Party peace process. Suggested measures include modernization of energy sector management, an internationally-funded system of training of personnel, the modernization of energy sector facilities, the construction of new facilities and innovation. The South Korean role is very important and its assistance should be coordinated with broader international aid in the framework of the Six-Party talks. Multilateral energy assistance arrangements, including a possible consortium should be considered. Such a body could draw a comprehensive plan of the DPRK's energy production and consumption patterns and the needed investment correlated with the overall prognosis of the DPRK's economic development. [source] Going privately: partnership and outsourcing in UK public servicesPUBLIC ADMINISTRATION, Issue 3 2002Damian Grimshaw Public private partnerships provide an important illustration of the way the traditional role of government as employer and service provider is being transformed. While policy,makers argue that the growing role of the private sector is not driven by ideological thinking , that, in fact, both public and private sector organizations can benefit from working together in partnership relations , in practice it is the norms and rules of private sector management that underpin reforms. This paper assesses evidence from two detailed case studies of partnerships and demonstrates, first, that there is little evidence of mutual gains from partnership arrangements and, second, that because of an imbalance of power between public and private sector partners, any gains achieved are not distributed equitably. These results suggest that current reforms need to be refocused around building on the distinctive qualities of services provision in the public sector, rather than expanding the private sector world of markets and contracts. [source] Perils of religion: need for spirituality in the public spherePUBLIC ADMINISTRATION & DEVELOPMENT, Issue 2 2006Paul Collins Abstract On both sides of the Atlantic, there is increased professional concern over roles in international public sector management,whether those of the policy makers, administrators or consultants. Growing numbers across many sectors feel an unprecedented crisis of identity and integrity. In international development, institutions often find themselves subordinated to the military in ever increasing conflict situations (the ,development-security complex'). Locally, the global tendency is for public administration to be ,re-engineered' on the basis of so-called ,market' values (the ,New Public Administration'). Private sector management models are, nevertheless, hardly exemplary. Corporate greed and scandals proliferate in a world featuring increasing poverty extremes, resurgence of old or advent in new diseases (e.g. HIV/Aids), environmental degradation and racism. This article takes, as its starting point, the fact that the workplace has become an insecure and alienating environment. In pursuing the relationship between spirituality and religion, the article next distinguishes between, the dogmatic, institutionalised and potentially dangerous characteristics of many religions and the more intuitively contemplative character of spirituality with its stress on awareness of self, impact on others and feeling of universal connectedness. Bearing in mind the often extremism as well as variety of religions (as distinct from spirituality), the second section examines the interrelationship between the two. A number of models are advanced concerning relationships between belief, belonging, salvation and ritual. It is argued that attention needs to be given to the inner side of religion, which requires individuals to embark on a spiritual journey through contemplation and reflection, rather than the more visible side of religion expressed in ritual. In sum, spiritual dialogue is offered as a way forward and as a mechanism for building spiritual community through engagement. The final part of the article focuses on a trans-Atlantic spiritual engagement initiative. Faith-based discussion groups have been formed amongst business executives and professionals in USA (the Woodstock Business Conference promoted out of Georgetown University) and more recently in the City of London at the St Paul's Cathedral Institute (the Paternoster Pilot Group). These aim to develop more meaningful work orientation: rediscovery of higher purpose and its relevance to restoration of ethical business and public service values, as well as better integration of personal and social domains. Copyright © 2006 John Wiley & Sons, Ltd. [source] Governing Prisons: An Analysis of Who is Governing Prisons and the Competencies Which They Require to Govern EffectivelyTHE HOWARD JOURNAL OF CRIMINAL JUSTICE, Issue 1 2000Shane Bryans Prison Governors have received little attention from researchers. This article begins to correct that balance by exploring the characteristics of prison Governors as a group and by identifying the competencies which Governors require to govern effectively. The response to a questionnaire sent to all Governors reveals that the typical Governor is a white male, aged 50, who has been a Governor for the last six years of his 24 years Prison Service career and joined the Prison Service as a second career without a degree. The article goes on to argue that, to be effective, Governors need to be competent in four areas: general management, incident management, public sector management and prison management. In addition, they must demonstrate certain behaviours which are identified in the Prison Service Core Competency Framework. [source] Robert McNamara and the limits of ,bean counting' (Respond to this article at http://www.therai.org.uk/at/debate)ANTHROPOLOGY TODAY, Issue 3 2010Keir Martin The recent death of Robert McNamara provides an opportunity to reflect on the shortcomings of the strategy of numerical rationality in management that defined his career. In both of the major projects in which he took a leading role, as President of the Ford Motor Company and US Defense Secretary during the Vietnam War, his strategy has retrospectively been held up as a model of development to avoid. In particular, management studies now champions the importance of ,culture' in running complex organizations. Ironically, the UK government increasingly seeks to run public services, including higher education, according to a McNamarite model in a bid to be more business-friendly, despite the evidence that many involved in private sector management have been moving away from this model for a quarter of a century. [source] The Changing Face of Public Sector EmploymentAUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 1 2001Linda Colley While it is easy, and almost a national sport, to criticise the traditional model of public sector employment as being too generous, there is a rationale for its distinctiveness. The career service model that endured for most of the last century was aligned to the bureaucratic form of public administration of that time. As public administration was ,transformed' into public sector management through the importing of private sector techniques, so too has public sector employment been varied in pursuit of greater efficiency, flexibility and responsiveness. [source] Modernising pay in the UK public services: trends and implicationsHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2010Stephen J. Perkins The emerging character of the UK government's public sector pay reforms during the second and third (New) Labour terms of office is reviewed and contextualised. Three settings are examined where pay reform has been actively employed , with the accent on harmonisation, simplification and devolution of practice, with the express intention of restoring public service workforce morale, while improving services to clients , namely, local government, the National Health Service and the Higher Education sector. The evidence is interpreted as illustrating undoubted change, but also significant areas where progress has been less than intended, measured against the government's original programme goals. Equal pay considerations appear to have dominated all three projects reviewed: the failure to date of public sector managements to capitalise on opportunities the new pay architecture affords them to change local working practices may be attributed to a combination of factors discussed in the article. These have given rise to tensions as efforts have been pursued to transplant private sector pay techniques, somewhat hastily in some cases, without due consideration of the institutional context within which public services and proximal institutions function. [source] | ||||||||||||||||