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Chapter objectives Good public services must have effective management and strong leadership to meet current needs and anticipate future demand. Demand for public services is increasing and changing while budgets are rising slowly, if at all. To meet these challenges, public services are working in new ways. They engage with the public differently, adopt new technologies and develop collaborations. These collaborations often cross boundaries within and between organisations and increasingly involve the private sector. These changes frequently effect

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355 Key words volunteers • management • formalisation • professionalisation pr ac tic e Voluntary Sector Review • vol 1 • no 3 • 2010 • 355-60 • 10.1332/204080510X538338 © The Policy Press • 2010 • ISSN 2040 8056 Developing volunteer management as a profession Steven Howlett Over the last 10 years, volunteers have reported improved levels of satisfaction with the way their work is organised. This has coincided with developments in the theory and practice of volunteer management. Further initiatives are taking place but need to be set in a wider

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If, as indicated in the introductory chapter, effective management is an essential component of a well-functioning state, and if building management capability typically requires some top-down policy intervention to supplement discretionary local initiative, then a deal great rests on the acuity with which governments take decisions about public management reform. Before we apply some of the disciplinary insights of psychology, sociology, and economics to understand and aid those decisions, we need first to dig deeper into our subject matter. What exactly is

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Why do top-down reforms to public services so often over-promise and under-deliver?

Using five concepts from psychology, economics and organisational sociology, Thomas Elston addresses this pressing question of good governance.

Focusing on the practical challenge of how to undertake better public management reforms, he questions the assumption that failure typically occurs because of poor reform implementation. Instead, he shows how reforms are often badly designed from the outset, being fashion-led, more focused more on fixing errors than exploiting opportunities and ignoring implicit costs of change.

This concise, practically-orientated work employs diverse examples to propose ways to improve the design of public sector reform programmes – and the services that citizens receive.

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107 Volunteers who manage other volunteers and the professionalisation of volunteer management: implications for practice Matthew Hill1 and Daniel Stevens In debates over the professionalisation and formalisation of volunteer management, the role of volunteers who manage other volunteers (VMVs) has been largely ignored. This paper explores the prevalence of this form of volunteer management, the profile of VMVs, their support needs and how the trend towards management by volunteers can be squared with the professionalisation of good practice. It argues that

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Introduction Support workers in health and social care increasingly cover a wide range of activities which can include patients and clients’ self-management, through voluntary and family care support networks ( Jeffries et al 2015 ; Milligan 2018 ). This is in addition to paid support workers within the private as well as public sectors, the former playing a particularly large role in the provision of care homes for the elderly. While support work covers a whole range of activities in these sectors and associated domains, including in private family

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Chapter objectives Strategic management is a deliberate attempt to steer an organisation in a particular direction. Many approaches, processes and techniques are associated with it. Strategy, therefore, is about the big picture, about long (or at least longer) term goals and about pulling everybody in the same direction. As a result, strategy often incorporates topics such as managing change, building and selling a vision. This chapter explores the various concepts of strategy and its role in making successful organisations, including understanding how

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Richard Walker: New public management and housing associations Policy & Politics vol 26 no I NEW PUBLIC MANAGEMENT AND HOUSING ASSOCIATIONS: from comfort to competition Richard Walker English Substantial reform has taken place within the English housing association sector over recent years. Research attention has not focused on how these changes relate to the overall restructuring of the public sector and the emergence of the new public management. These concerns are addressed through the application of typologies of new public management, as developed by Ferlie

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policymaking ( Kim et al, 2022 ). Warner and Hefetz (2020 ) argue that contract reversal could substitute monitoring in public services management, offering a contract management process that minimises transaction costs when monitoring is complex and costly. Confirming their hypothesis, they found that in water utilities’ management in the United States from 2007 to 2012, non-unionisation of municipalities is a significant predictor for contract reversals because these municipalities are less able to balance political and union interests. Bolognesi (2014 ) emphasises how

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113 SEVEN dialogical management Government proposes, bureaucracy disposes. And the bureaucracy must dispose of government proposals by dumping them on us. P.J. O’Rourke Any analysis of child welfare needs a discussion about organisation, institutional agency. In line with the rest of this book, this chapter will analyse child welfare agencies from a constructivist point of view. In Chapter Five, the negative evaluations of child welfare were discussed as part of a more overall, neoliberal protest against the welfare state. Administrations were said to

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