This book addresses the convergence of public administration and
business management concepts in public management processes. As
well as policy and reform issues, readings deal with how business
concepts and techniques may be practically applied to public sector
activities. There are chapters on quality; marketing; model
building; competitive tendering; cost benefit analysis; social
accounting; pay and motivation; and stress management. It includes
a case study of the recent 'crisis' in the NHS that challenges
conventional accounts and the wisdom of current reforms.
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