Ocusing on Long term care for the elderly, how have internal markets changed the organisation and delivery of public services?

Module Description & Aims
Public services make up a significant, and in many instances unique, area of management thinking and practice. In contemporary society this extends beyond the public sector to include a diverse range of private and third-sectors agencies and organisations. Building on a protracted and complex shift in management approaches characterised by the growth of New Public Management, the recent change in UK government brings to the fore new questions about public spending, the role of public services, the balance and relationships between public and private sectors and the creation of a Big Society. Meeting the challenges of contemporary public service organisation and delivery requires the development of specialist managerial knowledge and skills. This module aims to provide students with an understanding of the key management challenges facing public service managers across the world, but with particular focus on the UK. The module addresses this aim by examining management themes that have important implications for contemporary public service organisation and delivery.
The module aims to:
Introduce students to the different sectors and organisations in which public services managers operate
Provide students with knowledge of the changing socio-political context, operational constitution and working practices of public services managers
Introduce to students the major dimensions of public service management, including leadership, performance management, human resources management, organisational learning, quality improvement, managing professionals

Module Contents
Introduction to public services management (27th January  JW)
This session introduces students to the study of public services management. It explores what we mean by public services and the growing role of the mixed economy, including public, private and voluntary sectors (the Big Society) in the organisation and delivery of public services. It also introduces students to the different domains of public service, including education, healthcare, housing, transport, police services and local government.
Flynn, chapter 1
Lawton, A. and Rose, A. (1994) Organisation and Management in the Public Sector, London; Pitman, (chapter 1:  The Public Sector )

From public administration to New Public Management (3rd February  JW)
This session considers the major shift in public administration and management associated with the rise of New Public Management. The social, political and economic antecedents to NPM are considered together with a review of its common characteristics and implications for different public services domains. Specific focus is given to management of housing and healthcare services.
Flynn chapter 2
Ackroyd, S. (1995)  From public administration to public sector management International Journal of Public Sector Management, vol. 8(2), pp. 19-32
Barzelay, M. (2002)  Origins of the New Public Management: an international view from the public administration/political science , in McLaughlin, K., Osborne, S. and Ferlie, E. (eds.) New Public Management, London: Routledge.
Hoggett, P. (1991)  A new management in the public sector? Policy and Politics, vol.19(4), pp.243-56
Hoggett, P. (1996)  New modes of control in the public service Public Administration, vol.74, pp.9-32
Hood, C. (1991)  A Public Management for all seasons? Public Administration, vol.69, pp.3-19.
Lane, J. (2000) The Public Sector, London: Sage (chapters 8 & 14)
Lawton, A. and Rose, A. (1994) Organisation and Management in the Public Sector, London; Pitman, (chapter 11)
Osborne, S. and McLaughlin, K. (2002)  New Public Management in context in McLaughlin, K., Osborne, S. and Ferlie, E. (eds.) New Public Management, London: Routledge.

Markets & Networks (10th February  JW)
This session examines the developments in public services management associated continuing application of market principles and, more recently, the rise of post-NPM and what the current coalition government terms the Big Society. Attention will be given to the introduction of internal markets in the delivery of health care and the development of multi-agency partnerships in the delivery of community education services.
Flynn, chapter 9
Jackson, P. and Stainsby, L. (2008)  Managing public sector networked organisations , Public Money and Management, vol.20(1), 11-16
Bartlett, W. and Le Grand, J. (1993)  The theory of Quasi-markets in Le Grand, J. and Bartlett, W. (eds) Quasi-Markets and Social Policy, London: Macmillan
Flynn, N. (1994)  Control, commitment and contracts in Clarke, J., Cochrane, A. and McLaughlin, E. (eds.) Managing Social Policy, London: Sage.
Le Grand, J. and Bartlett, W. (eds) Quasi-Markets and Social Policy, London: Macmillan (chapters for health (4), education (6) and housing (7))
Newman, J. (2001) Modernising governance, London: Sage.
Osborne, T. and Gaebler, D. (1992) Reinventing government, Reading: Addison-Wesley
Rhodes, R.A.W. (1997) Understanding Governance, Bucks: Open University (chapters 2&3)
Sheaff, R. Marshall, M. Rogers, A. Roland, M. Sibbald, B. and Pickard, S. 2004.  Governmentality by Network in English Primary Healthcare , Social Policy & Administration. 38(1), pp.89-103.

Performance Management & Audit (24th February  JW)
This session explores the rise of performance management in the public sector and the idea of the  Audit Society . Using example from education and local government it explores how external forms of targeting setting, monitoring and regulation have come to characterise NPM and dominate the work of public services managers. Attention is given to wider social changes associated with consumerism and trust, to show how managers have a pivotal, but often challenging role in the regulation of public service performance. We focus our discussion through taking examples from the education sector, local/municipal government and the police services.
Flynn, chapter 5 & 7
Carter, N. (1994)  Performance indicators:  backseat driving or  hands off control , in McKevitt and Lawton, A. (eds.) Public Sector Management; theory, critique and practice, London: Sage.
Hopwood, A. (1994)  Accounting and the pursuit of efficiency in McKevitt and Lawton, A. (eds.) Public Sector Management; theory, critique and practice, London: Sage.
Power, M. (1997) Audit Society, Oxford: Oxford University Press. (selected chapter)

Quality and Risk Management (3RD March  JW)
This session considers how the management of risk and quality have become increasingly prominent within the context of public services management. It examines how techniques of quality improvement, quality assurance and risk management, such as Total Quality Management, Audit and error reporting, have been transferred from the private sector to public services such as healthcare, transport and local government. A key issue for discussion is the definition and measure of quality and the impact of quality management on professional models of quality control.
Flynn, chapter 6
Waring, J. (2005)  Patient safety: new directions in the management of health services quality Policy and Politics, vol.33(4), pp.675-92.
Power, M. (2004) The Risk Management of Everything, London; Demos.
Pollitt, C. (1991)  Doing business in the temple? Managers and quality assurance in the public services , Public Administration, vol.68(4), pp.435-452
Reason, J. 1997. Managing the Risks of Organizational Accidents, Aldershot: Ashgate.
Walshe, K. (1991)  Quality and Public Services , Public Administration, vol. 69(4), pp.503-51

Managing productivity through Lean Thinking (10th March  JW)
This session explores the application of operations management methodologies in the delivery of public services. Special attention is given to the use of Lean Thinking, as developed from the Toyota Production System and its application to public services as a way of improving efficiency and reducing waste, whilst also delivering quality and value. Th