Bøger af Chris Mowles

Since the early 1990s, public sector organisations have been overwhelmed with what has come to be termed New Public Management (NPM) methods. NPM idealises performance, metrics, transparency and marketisation. This book explores some of the tensions which arise in institutions where NPM methods prevail, introduces different ways of thinking about the task of managing for public good and offers a radical challenge to the dominant assumptions regarding why and how professional communities of practice may (or may not) come to change their working practices.In this third book in the Complexity and Management series, the expert authors bring together their experiences to provide vibrant accounts of how to manage in everyday public sector organisational situations using practical judgement. The book includes a brief introduction to complexity and public sector management, real-world narratives illustrating concrete dilemmas in the workplace and a concluding chapter that draws together the practical and theoretical implications of a complexity perspective.With both theoretical grounding and practical insights from senior managers and consultants, the book provides an ideal resource for students on management or executive leadership programmes for the public sector, as well as managers in and consultants to the sector.

This book explores some of the tensions which arise in institutions where New Public Management methods prevail, introduces different ways of thinking about the task of managing for public good, and offers a radical challenge to the dominant assumptions regarding professional communities of practice.

Consultancy is a lucrative industry dependent on the production and use of tools and techniques which hold out the promise of success for the organisations it supports: transformation, or greater efficiency and effectiveness, perhaps even culture change. However, a critical and important question is whether these promises are fulfilled in everyday practice in organisations. Is it possible at all for consultants to predict and control the changes that their clients ask for? This volume reframes the role of consultants from detached observers wielding a stable body of knowledge useful in all contexts, to that of skilled participants in the conscious and unconscious processes of organisational life.In this book, one of three in a series looking at complexity and management, the expert authors bring together their experiences to provide vibrant accounts of how to lead in everyday organisational situations using practical judgement. The book includes a brief historical introduction to complexity and leadership, real-world narratives illustrating concrete dilemmas in the workplace, and a concluding chapter that draws together the practical and theoretical implications.With both theoretical grounding and practical insights from managers and consultants in leading firms, this is an ideal resource for executives and students on leadership development and talent management programmes, as well as those undertaking higher education courses in leadership and consulting.

Argues that many management courses largely assume a linear and predictable world, when experience tells us that the opposite is the case. This title questions some of the more orthodox conceptual assumptions that underpin much management education, and encourages leaders and managers to take their experience of working with others seriously.