Managing for Excellence in the Public Sector:
The world of governance is changing at an accelerated pace. Current and prospective public managers need to be equipped with appropriate knowledge and skills sets to steer government institutions through uncharted waters. It may rightly be asked what is required of cutting-edge public institutions t...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cape Town
Juta & Company, Limited
2022
|
| Ausgabe: | 4th ed |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | The world of governance is changing at an accelerated pace. Current and prospective public managers need to be equipped with appropriate knowledge and skills sets to steer government institutions through uncharted waters. It may rightly be asked what is required of cutting-edge public institutions to adhere to their constitutional mandate and to operationalise their strategic objectives in the most effective, efficient and economical manner. In other words, what does 'managing for excellence' in a public sector setting entail? |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (497 Seiten) |
| ISBN: | 9781998962082 |
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| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Front cover -- Title page -- Imprint page -- Contents -- Preface -- List of abbreviations -- Introduction -- Part A: Public Management: An environmental and multidisciplinary perspective -- Chapter 1: Introduction to public management -- 1.1 General orientation: management -- 1.1.1 Management: a definition -- 1.1.2 Public management -- 1.2 Context of public management in South Africa -- 1.2.1 Legislation -- 1.2.2 South African issues -- 1.2.3 Demands and challenges facing the public manager -- 1.3 Importance of and need for effective management -- 1.3.1 Management training and development -- 1.3.2 Creativity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 2: Management ethics, approaches and principles -- 2.1 Management ethics and professionalism -- 2.1.1 Management ethics: a definition -- 2.1.2 Management ethics in practice: conduct guidelines -- 2.1.3 Causes of unethical conduct -- 2.1.4 Measures for preventing unethical conduct -- 2.1.5 Professionalism -- 2.2 Management theories and approaches -- 2.2.1 Theories in public administration -- 2.2.2 Developmental phases of management theories -- 2.2.3 Management approaches -- 2.3 Management principles -- 2.4 Management styles -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 3: Public management context and functional environment -- 3.1 Nature of public management environment -- 3.2 Definition of environmental terms -- 3.2.1 Environmental levels and components: a general perspective -- 3.2.2 Systems approach -- 3.3 Government environments and related components -- 3.3.1 Macro-environment Definition -- 3.3.2 Intermediate environment Definition -- 3.3.3 Micro-environment -- 3.3.4 Summary -- 3.4 Changing macroor external environment of public administration | |
| 505 | 8 | |a 3.4.1 Political environment -- 3.4.2 Changing social environment -- 3.4.3 Economic environment -- 3.4.4 Technological environment -- 3.4.5 Legal environment -- 3.4.6 Cultural environment -- 3.5 Changing intermediate environment -- 3.5.1 Public as client of public institutions -- 3.5.2 Regulators -- 3.5.3 Suppliers -- 3.5.4 Competitors -- 3.5.5 Intermediaries -- 3.5.6 Ethical norms of society -- 3.5.7 Opportunities and threats -- 3.6 Changing microor internal public management environment -- 3.6.1 Mission, goal and strategy -- 3.6.2 Internal regulators -- 3.6.3 Management of the institution -- 3.6.4 Resources -- 3.6.5 Information and feedback -- 3.6.6 Ethical guidelines -- 3.7 Environmental feedback and interaction -- 3.7.1 Environmental scanning: a systematic process -- 3.7.2 Communication function of public managers -- 3.7.3 Creating linkage mechanisms between government and environment -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 4: South African government system and public managers -- 4.1 Government spheres and types of institution in South Africa -- 4.1.1 Legislative authority -- 4.1.2 Judicial authority -- 4.1.3 Executive authority -- 4.2 Management levels and hierarchy -- 4.2.1 Top management -- 4.2.2 Middle management -- 4.2.3 Low-level management/supervisors -- 4.3 Government relations -- 4.3.1 Approaches to governmental relations -- 4.3.2 Relations between government institutions in South Africa -- 4.3.3 Extra-governmental relations -- 4.3.4 Factors that may influence government relations -- 4.3.5 Role of public manager in government relations -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Part B: Public Management Dynamics: Functions, skills and applications -- Chapter 5: Public management functions | |
| 505 | 8 | |a 5.1 Overall perspective of management in public administration -- 5.2 Planning -- 5.2.1 Planning hierarchy -- 5.2.2 Advantages of planning -- 5.2.3 Barriers to planning -- 5.2.4 Basic steps in the planning process -- 5.2.5 A few planning aids and techniques -- 5.2.6 Summary -- 5.3 Organising -- 5.3.1 Components of organising -- 5.3.2 Methods of organising -- 5.3.3 Summary -- 5.4 Leading -- 5.4.1 Motivation -- 5.4.2 Integrative approaches to management -- 5.4.3 Leadership as a management function -- 5.4.4 Summary -- 5.5 Controlling -- 5.5.1 Importance of controlling -- 5.5.2 Types of control -- 5.5.3 Steps in the controlling process -- 5.5.4 Design of a control system -- 5.5.5 Key performance areas and strategic control points -- 5.5.6 Summary -- 5.6 Coordinating -- 5.6.1 Factors impeding coordination -- 5.6.2 Approaches to achieving effective coordination -- 5.6.3 Summary -- 5.7 Policy function of public managers -- 5.7.1 Levels of policy -- 5.7.2 Policy initiators and role of public managers -- 5.7.3 Implementing policy -- 5.7.4 Policy analysis and adjustments -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 6: Public management skills -- 6.1 Decision-making -- 6.1.1 Rational decision-making steps -- 6.1.2 Factors that influence decision-making -- 6.1.3 Programmed and non-programmed decisions -- 6.1.4 Decision-making techniques Learning activity -- 6.1.5 Summary -- 6.2 Communication and negotiation -- 6.2.1 Communication and the public manager -- 6.2.2 Negotiation in the public sector -- 6.2.3 Summary -- 6.3 Interpersonal and labour relations -- 6.3.1 Role of the public manager in labour relations -- 6.3.2 Role of employee associations in labour relations -- 6.3.3 Labour unrest -- 6.3.4 Collective bargaining -- 6.3.5 Summary -- 6.4 Conflict management -- 6.4.1 Sources of conflict | |
| 505 | 8 | |a 6.4.2 Constructive and destructive conflict -- 6.4.3 Conflict management techniques -- 6.4.4 Conflict management training -- 6.4.5 Summary -- 6.5 Change management -- 6.5.1 Steps in the process of managing change -- 6.5.2 Obstacles to change -- 6.5.3 Guidelines that support management of change -- 6.5.4 Summary -- 6.6 Managing diversity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 7: Managing specialised applications in government -- 7.1 Management applications -- 7.1.1 Policy analysis -- 7.1.2 Strategic management -- 7.1.3 Organisation development -- 7.2 Selected areas of management application -- 7.2.1 HR management -- 7.2.2 Financial management -- 7.2.3 Development management -- 7.2.4 Project management -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 8: Management tools, supportive technology and management techniques -- 8.1 Management tools -- 8.1.1 Work study Definition -- 8.1.2 Research -- 8.1.3 Consultation -- 8.2 Supportive technology -- 8.2.1 Computer technology -- 8.2.2 Management information systems -- 8.2.3 Implementing an MIS -- 8.3 Management techniques -- 8.3.1 Decision-making techniques -- 8.3.2 Organising techniques -- 8.3.3 Techniques for providing and using personnel -- 8.3.4 Techniques for exercising control -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 9: Public management issues, challenges and remedies -- 9.1 Macro-environmental issues -- 9.1.1 Political issues -- 9.1.2 Social issues -- 9.1.3 Economic issues -- 9.1.4 Technological issues -- 9.1.5 Legal issues -- 9.1.6 National crises, disasters and security -- 9.1.7 Sustainable development issues such as climate change and dwindling natural resources | |
| 505 | 8 | |a 9.2 Micro-environmental challenges -- 9.2.1 Administrative and managerial challenges -- 9.2.2 Personal intellectual challenges -- 9.2.3 Insufficient relevant management information -- 9.2.4 Insufficient time in which to analyse information -- 9.2.5 Insufficient knowledge on the part of personnel -- 9.2.6 Insufficient identification and defining of public and institutional issues -- 9.2.7 HR limitations -- 9.2.8 Lack of legitimacy among public and personnel -- 9.2.9 Summary -- 9.3 Remedies for current and future issues -- 9.3.1 Management training and development -- 9.3.2 Strategic thinking -- 9.3.3 Systems thinking Definition -- 9.3.4 Visionary and transformational leadership -- 9.3.5 Public relations -- 9.3.6 Application of management techniques, aids and processes -- 9.3.7 Summary -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Glossary -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y -- Z. | |
| 520 | |a The world of governance is changing at an accelerated pace. Current and prospective public managers need to be equipped with appropriate knowledge and skills sets to steer government institutions through uncharted waters. It may rightly be asked what is required of cutting-edge public institutions to adhere to their constitutional mandate and to operationalise their strategic objectives in the most effective, efficient and economical manner. In other words, what does 'managing for excellence' in a public sector setting entail? | ||
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a van der Waldt, G. |t Managing for Excellence in the Public Sector |d Cape Town : Juta & Company, Limited,c2022 |z 9781998962075 |
| 912 | |a ZDB-30-PQE | ||
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Datensatz im Suchindex
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| author | Van der Waldt, Gerrit 1965- |
| author_GND | (DE-588)1181378214 |
| author_facet | Van der Waldt, Gerrit 1965- |
| author_role | aut |
| author_sort | Van der Waldt, Gerrit 1965- |
| author_variant | d w g v dwg dwgv |
| building | Verbundindex |
| bvnumber | BV048831958 |
| collection | ZDB-30-PQE |
| contents | Front cover -- Title page -- Imprint page -- Contents -- Preface -- List of abbreviations -- Introduction -- Part A: Public Management: An environmental and multidisciplinary perspective -- Chapter 1: Introduction to public management -- 1.1 General orientation: management -- 1.1.1 Management: a definition -- 1.1.2 Public management -- 1.2 Context of public management in South Africa -- 1.2.1 Legislation -- 1.2.2 South African issues -- 1.2.3 Demands and challenges facing the public manager -- 1.3 Importance of and need for effective management -- 1.3.1 Management training and development -- 1.3.2 Creativity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 2: Management ethics, approaches and principles -- 2.1 Management ethics and professionalism -- 2.1.1 Management ethics: a definition -- 2.1.2 Management ethics in practice: conduct guidelines -- 2.1.3 Causes of unethical conduct -- 2.1.4 Measures for preventing unethical conduct -- 2.1.5 Professionalism -- 2.2 Management theories and approaches -- 2.2.1 Theories in public administration -- 2.2.2 Developmental phases of management theories -- 2.2.3 Management approaches -- 2.3 Management principles -- 2.4 Management styles -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 3: Public management context and functional environment -- 3.1 Nature of public management environment -- 3.2 Definition of environmental terms -- 3.2.1 Environmental levels and components: a general perspective -- 3.2.2 Systems approach -- 3.3 Government environments and related components -- 3.3.1 Macro-environment Definition -- 3.3.2 Intermediate environment Definition -- 3.3.3 Micro-environment -- 3.3.4 Summary -- 3.4 Changing macroor external environment of public administration 3.4.1 Political environment -- 3.4.2 Changing social environment -- 3.4.3 Economic environment -- 3.4.4 Technological environment -- 3.4.5 Legal environment -- 3.4.6 Cultural environment -- 3.5 Changing intermediate environment -- 3.5.1 Public as client of public institutions -- 3.5.2 Regulators -- 3.5.3 Suppliers -- 3.5.4 Competitors -- 3.5.5 Intermediaries -- 3.5.6 Ethical norms of society -- 3.5.7 Opportunities and threats -- 3.6 Changing microor internal public management environment -- 3.6.1 Mission, goal and strategy -- 3.6.2 Internal regulators -- 3.6.3 Management of the institution -- 3.6.4 Resources -- 3.6.5 Information and feedback -- 3.6.6 Ethical guidelines -- 3.7 Environmental feedback and interaction -- 3.7.1 Environmental scanning: a systematic process -- 3.7.2 Communication function of public managers -- 3.7.3 Creating linkage mechanisms between government and environment -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 4: South African government system and public managers -- 4.1 Government spheres and types of institution in South Africa -- 4.1.1 Legislative authority -- 4.1.2 Judicial authority -- 4.1.3 Executive authority -- 4.2 Management levels and hierarchy -- 4.2.1 Top management -- 4.2.2 Middle management -- 4.2.3 Low-level management/supervisors -- 4.3 Government relations -- 4.3.1 Approaches to governmental relations -- 4.3.2 Relations between government institutions in South Africa -- 4.3.3 Extra-governmental relations -- 4.3.4 Factors that may influence government relations -- 4.3.5 Role of public manager in government relations -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Part B: Public Management Dynamics: Functions, skills and applications -- Chapter 5: Public management functions 5.1 Overall perspective of management in public administration -- 5.2 Planning -- 5.2.1 Planning hierarchy -- 5.2.2 Advantages of planning -- 5.2.3 Barriers to planning -- 5.2.4 Basic steps in the planning process -- 5.2.5 A few planning aids and techniques -- 5.2.6 Summary -- 5.3 Organising -- 5.3.1 Components of organising -- 5.3.2 Methods of organising -- 5.3.3 Summary -- 5.4 Leading -- 5.4.1 Motivation -- 5.4.2 Integrative approaches to management -- 5.4.3 Leadership as a management function -- 5.4.4 Summary -- 5.5 Controlling -- 5.5.1 Importance of controlling -- 5.5.2 Types of control -- 5.5.3 Steps in the controlling process -- 5.5.4 Design of a control system -- 5.5.5 Key performance areas and strategic control points -- 5.5.6 Summary -- 5.6 Coordinating -- 5.6.1 Factors impeding coordination -- 5.6.2 Approaches to achieving effective coordination -- 5.6.3 Summary -- 5.7 Policy function of public managers -- 5.7.1 Levels of policy -- 5.7.2 Policy initiators and role of public managers -- 5.7.3 Implementing policy -- 5.7.4 Policy analysis and adjustments -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 6: Public management skills -- 6.1 Decision-making -- 6.1.1 Rational decision-making steps -- 6.1.2 Factors that influence decision-making -- 6.1.3 Programmed and non-programmed decisions -- 6.1.4 Decision-making techniques Learning activity -- 6.1.5 Summary -- 6.2 Communication and negotiation -- 6.2.1 Communication and the public manager -- 6.2.2 Negotiation in the public sector -- 6.2.3 Summary -- 6.3 Interpersonal and labour relations -- 6.3.1 Role of the public manager in labour relations -- 6.3.2 Role of employee associations in labour relations -- 6.3.3 Labour unrest -- 6.3.4 Collective bargaining -- 6.3.5 Summary -- 6.4 Conflict management -- 6.4.1 Sources of conflict 6.4.2 Constructive and destructive conflict -- 6.4.3 Conflict management techniques -- 6.4.4 Conflict management training -- 6.4.5 Summary -- 6.5 Change management -- 6.5.1 Steps in the process of managing change -- 6.5.2 Obstacles to change -- 6.5.3 Guidelines that support management of change -- 6.5.4 Summary -- 6.6 Managing diversity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 7: Managing specialised applications in government -- 7.1 Management applications -- 7.1.1 Policy analysis -- 7.1.2 Strategic management -- 7.1.3 Organisation development -- 7.2 Selected areas of management application -- 7.2.1 HR management -- 7.2.2 Financial management -- 7.2.3 Development management -- 7.2.4 Project management -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 8: Management tools, supportive technology and management techniques -- 8.1 Management tools -- 8.1.1 Work study Definition -- 8.1.2 Research -- 8.1.3 Consultation -- 8.2 Supportive technology -- 8.2.1 Computer technology -- 8.2.2 Management information systems -- 8.2.3 Implementing an MIS -- 8.3 Management techniques -- 8.3.1 Decision-making techniques -- 8.3.2 Organising techniques -- 8.3.3 Techniques for providing and using personnel -- 8.3.4 Techniques for exercising control -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 9: Public management issues, challenges and remedies -- 9.1 Macro-environmental issues -- 9.1.1 Political issues -- 9.1.2 Social issues -- 9.1.3 Economic issues -- 9.1.4 Technological issues -- 9.1.5 Legal issues -- 9.1.6 National crises, disasters and security -- 9.1.7 Sustainable development issues such as climate change and dwindling natural resources 9.2 Micro-environmental challenges -- 9.2.1 Administrative and managerial challenges -- 9.2.2 Personal intellectual challenges -- 9.2.3 Insufficient relevant management information -- 9.2.4 Insufficient time in which to analyse information -- 9.2.5 Insufficient knowledge on the part of personnel -- 9.2.6 Insufficient identification and defining of public and institutional issues -- 9.2.7 HR limitations -- 9.2.8 Lack of legitimacy among public and personnel -- 9.2.9 Summary -- 9.3 Remedies for current and future issues -- 9.3.1 Management training and development -- 9.3.2 Strategic thinking -- 9.3.3 Systems thinking Definition -- 9.3.4 Visionary and transformational leadership -- 9.3.5 Public relations -- 9.3.6 Application of management techniques, aids and processes -- 9.3.7 Summary -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Glossary -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y -- Z. |
| ctrlnum | (ZDB-30-PQE)EBC30374755 (ZDB-30-PAD)EBC30374755 (ZDB-89-EBL)EBL30374755 (OCoLC)1371322863 (DE-599)BVBBV048831958 |
| edition | 4th ed |
| format | Electronic eBook |
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Executive authority -- 4.2 Management levels and hierarchy -- 4.2.1 Top management -- 4.2.2 Middle management -- 4.2.3 Low-level management/supervisors -- 4.3 Government relations -- 4.3.1 Approaches to governmental relations -- 4.3.2 Relations between government institutions in South Africa -- 4.3.3 Extra-governmental relations -- 4.3.4 Factors that may influence government relations -- 4.3.5 Role of public manager in government relations -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Part B: Public Management Dynamics: Functions, skills and applications -- Chapter 5: Public management functions</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.1 Overall perspective of management in public administration -- 5.2 Planning -- 5.2.1 Planning hierarchy -- 5.2.2 Advantages of planning -- 5.2.3 Barriers to planning -- 5.2.4 Basic steps in the planning process -- 5.2.5 A few planning aids and techniques -- 5.2.6 Summary -- 5.3 Organising -- 5.3.1 Components of organising -- 5.3.2 Methods of organising -- 5.3.3 Summary -- 5.4 Leading -- 5.4.1 Motivation -- 5.4.2 Integrative approaches to management -- 5.4.3 Leadership as a management function -- 5.4.4 Summary -- 5.5 Controlling -- 5.5.1 Importance of controlling -- 5.5.2 Types of control -- 5.5.3 Steps in the controlling process -- 5.5.4 Design of a control system -- 5.5.5 Key performance areas and strategic control points -- 5.5.6 Summary -- 5.6 Coordinating -- 5.6.1 Factors impeding coordination -- 5.6.2 Approaches to achieving effective coordination -- 5.6.3 Summary -- 5.7 Policy function of public managers -- 5.7.1 Levels of policy -- 5.7.2 Policy initiators and role of public managers -- 5.7.3 Implementing policy -- 5.7.4 Policy analysis and adjustments -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 6: Public management skills -- 6.1 Decision-making -- 6.1.1 Rational decision-making steps -- 6.1.2 Factors that influence decision-making -- 6.1.3 Programmed and non-programmed decisions -- 6.1.4 Decision-making techniques Learning activity -- 6.1.5 Summary -- 6.2 Communication and negotiation -- 6.2.1 Communication and the public manager -- 6.2.2 Negotiation in the public sector -- 6.2.3 Summary -- 6.3 Interpersonal and labour relations -- 6.3.1 Role of the public manager in labour relations -- 6.3.2 Role of employee associations in labour relations -- 6.3.3 Labour unrest -- 6.3.4 Collective bargaining -- 6.3.5 Summary -- 6.4 Conflict management -- 6.4.1 Sources of conflict</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">6.4.2 Constructive and destructive conflict -- 6.4.3 Conflict management techniques -- 6.4.4 Conflict management training -- 6.4.5 Summary -- 6.5 Change management -- 6.5.1 Steps in the process of managing change -- 6.5.2 Obstacles to change -- 6.5.3 Guidelines that support management of change -- 6.5.4 Summary -- 6.6 Managing diversity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 7: Managing specialised applications in government -- 7.1 Management applications -- 7.1.1 Policy analysis -- 7.1.2 Strategic management -- 7.1.3 Organisation development -- 7.2 Selected areas of management application -- 7.2.1 HR management -- 7.2.2 Financial management -- 7.2.3 Development management -- 7.2.4 Project management -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 8: Management tools, supportive technology and management techniques -- 8.1 Management tools -- 8.1.1 Work study Definition -- 8.1.2 Research -- 8.1.3 Consultation -- 8.2 Supportive technology -- 8.2.1 Computer technology -- 8.2.2 Management information systems -- 8.2.3 Implementing an MIS -- 8.3 Management techniques -- 8.3.1 Decision-making techniques -- 8.3.2 Organising techniques -- 8.3.3 Techniques for providing and using personnel -- 8.3.4 Techniques for exercising control -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 9: Public management issues, challenges and remedies -- 9.1 Macro-environmental issues -- 9.1.1 Political issues -- 9.1.2 Social issues -- 9.1.3 Economic issues -- 9.1.4 Technological issues -- 9.1.5 Legal issues -- 9.1.6 National crises, disasters and security -- 9.1.7 Sustainable development issues such as climate change and dwindling natural resources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">9.2 Micro-environmental challenges -- 9.2.1 Administrative and managerial challenges -- 9.2.2 Personal intellectual challenges -- 9.2.3 Insufficient relevant management information -- 9.2.4 Insufficient time in which to analyse information -- 9.2.5 Insufficient knowledge on the part of personnel -- 9.2.6 Insufficient identification and defining of public and institutional issues -- 9.2.7 HR limitations -- 9.2.8 Lack of legitimacy among public and personnel -- 9.2.9 Summary -- 9.3 Remedies for current and future issues -- 9.3.1 Management training and development -- 9.3.2 Strategic thinking -- 9.3.3 Systems thinking Definition -- 9.3.4 Visionary and transformational leadership -- 9.3.5 Public relations -- 9.3.6 Application of management techniques, aids and processes -- 9.3.7 Summary -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Glossary -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y -- Z.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The world of governance is changing at an accelerated pace. Current and prospective public managers need to be equipped with appropriate knowledge and skills sets to steer government institutions through uncharted waters. It may rightly be asked what is required of cutting-edge public institutions to adhere to their constitutional mandate and to operationalise their strategic objectives in the most effective, efficient and economical manner. In other words, what does 'managing for excellence' in a public sector setting entail?</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">van der Waldt, G.</subfield><subfield code="t">Managing for Excellence in the Public Sector</subfield><subfield code="d">Cape Town : Juta & Company, Limited,c2022</subfield><subfield code="z">9781998962075</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-034097536</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30374755</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048831958 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:35:29Z |
| indexdate | 2024-09-04T00:15:07Z |
| institution | BVB |
| isbn | 9781998962082 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034097536 |
| oclc_num | 1371322863 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (497 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Juta & Company, Limited |
| record_format | marc |
| spelling | Van der Waldt, Gerrit 1965- Verfasser (DE-588)1181378214 aut Managing for Excellence in the Public Sector 4th ed Cape Town Juta & Company, Limited 2022 ©2022 1 Online-Ressource (497 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Front cover -- Title page -- Imprint page -- Contents -- Preface -- List of abbreviations -- Introduction -- Part A: Public Management: An environmental and multidisciplinary perspective -- Chapter 1: Introduction to public management -- 1.1 General orientation: management -- 1.1.1 Management: a definition -- 1.1.2 Public management -- 1.2 Context of public management in South Africa -- 1.2.1 Legislation -- 1.2.2 South African issues -- 1.2.3 Demands and challenges facing the public manager -- 1.3 Importance of and need for effective management -- 1.3.1 Management training and development -- 1.3.2 Creativity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 2: Management ethics, approaches and principles -- 2.1 Management ethics and professionalism -- 2.1.1 Management ethics: a definition -- 2.1.2 Management ethics in practice: conduct guidelines -- 2.1.3 Causes of unethical conduct -- 2.1.4 Measures for preventing unethical conduct -- 2.1.5 Professionalism -- 2.2 Management theories and approaches -- 2.2.1 Theories in public administration -- 2.2.2 Developmental phases of management theories -- 2.2.3 Management approaches -- 2.3 Management principles -- 2.4 Management styles -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 3: Public management context and functional environment -- 3.1 Nature of public management environment -- 3.2 Definition of environmental terms -- 3.2.1 Environmental levels and components: a general perspective -- 3.2.2 Systems approach -- 3.3 Government environments and related components -- 3.3.1 Macro-environment Definition -- 3.3.2 Intermediate environment Definition -- 3.3.3 Micro-environment -- 3.3.4 Summary -- 3.4 Changing macroor external environment of public administration 3.4.1 Political environment -- 3.4.2 Changing social environment -- 3.4.3 Economic environment -- 3.4.4 Technological environment -- 3.4.5 Legal environment -- 3.4.6 Cultural environment -- 3.5 Changing intermediate environment -- 3.5.1 Public as client of public institutions -- 3.5.2 Regulators -- 3.5.3 Suppliers -- 3.5.4 Competitors -- 3.5.5 Intermediaries -- 3.5.6 Ethical norms of society -- 3.5.7 Opportunities and threats -- 3.6 Changing microor internal public management environment -- 3.6.1 Mission, goal and strategy -- 3.6.2 Internal regulators -- 3.6.3 Management of the institution -- 3.6.4 Resources -- 3.6.5 Information and feedback -- 3.6.6 Ethical guidelines -- 3.7 Environmental feedback and interaction -- 3.7.1 Environmental scanning: a systematic process -- 3.7.2 Communication function of public managers -- 3.7.3 Creating linkage mechanisms between government and environment -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 4: South African government system and public managers -- 4.1 Government spheres and types of institution in South Africa -- 4.1.1 Legislative authority -- 4.1.2 Judicial authority -- 4.1.3 Executive authority -- 4.2 Management levels and hierarchy -- 4.2.1 Top management -- 4.2.2 Middle management -- 4.2.3 Low-level management/supervisors -- 4.3 Government relations -- 4.3.1 Approaches to governmental relations -- 4.3.2 Relations between government institutions in South Africa -- 4.3.3 Extra-governmental relations -- 4.3.4 Factors that may influence government relations -- 4.3.5 Role of public manager in government relations -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Part B: Public Management Dynamics: Functions, skills and applications -- Chapter 5: Public management functions 5.1 Overall perspective of management in public administration -- 5.2 Planning -- 5.2.1 Planning hierarchy -- 5.2.2 Advantages of planning -- 5.2.3 Barriers to planning -- 5.2.4 Basic steps in the planning process -- 5.2.5 A few planning aids and techniques -- 5.2.6 Summary -- 5.3 Organising -- 5.3.1 Components of organising -- 5.3.2 Methods of organising -- 5.3.3 Summary -- 5.4 Leading -- 5.4.1 Motivation -- 5.4.2 Integrative approaches to management -- 5.4.3 Leadership as a management function -- 5.4.4 Summary -- 5.5 Controlling -- 5.5.1 Importance of controlling -- 5.5.2 Types of control -- 5.5.3 Steps in the controlling process -- 5.5.4 Design of a control system -- 5.5.5 Key performance areas and strategic control points -- 5.5.6 Summary -- 5.6 Coordinating -- 5.6.1 Factors impeding coordination -- 5.6.2 Approaches to achieving effective coordination -- 5.6.3 Summary -- 5.7 Policy function of public managers -- 5.7.1 Levels of policy -- 5.7.2 Policy initiators and role of public managers -- 5.7.3 Implementing policy -- 5.7.4 Policy analysis and adjustments -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 6: Public management skills -- 6.1 Decision-making -- 6.1.1 Rational decision-making steps -- 6.1.2 Factors that influence decision-making -- 6.1.3 Programmed and non-programmed decisions -- 6.1.4 Decision-making techniques Learning activity -- 6.1.5 Summary -- 6.2 Communication and negotiation -- 6.2.1 Communication and the public manager -- 6.2.2 Negotiation in the public sector -- 6.2.3 Summary -- 6.3 Interpersonal and labour relations -- 6.3.1 Role of the public manager in labour relations -- 6.3.2 Role of employee associations in labour relations -- 6.3.3 Labour unrest -- 6.3.4 Collective bargaining -- 6.3.5 Summary -- 6.4 Conflict management -- 6.4.1 Sources of conflict 6.4.2 Constructive and destructive conflict -- 6.4.3 Conflict management techniques -- 6.4.4 Conflict management training -- 6.4.5 Summary -- 6.5 Change management -- 6.5.1 Steps in the process of managing change -- 6.5.2 Obstacles to change -- 6.5.3 Guidelines that support management of change -- 6.5.4 Summary -- 6.6 Managing diversity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 7: Managing specialised applications in government -- 7.1 Management applications -- 7.1.1 Policy analysis -- 7.1.2 Strategic management -- 7.1.3 Organisation development -- 7.2 Selected areas of management application -- 7.2.1 HR management -- 7.2.2 Financial management -- 7.2.3 Development management -- 7.2.4 Project management -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 8: Management tools, supportive technology and management techniques -- 8.1 Management tools -- 8.1.1 Work study Definition -- 8.1.2 Research -- 8.1.3 Consultation -- 8.2 Supportive technology -- 8.2.1 Computer technology -- 8.2.2 Management information systems -- 8.2.3 Implementing an MIS -- 8.3 Management techniques -- 8.3.1 Decision-making techniques -- 8.3.2 Organising techniques -- 8.3.3 Techniques for providing and using personnel -- 8.3.4 Techniques for exercising control -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 9: Public management issues, challenges and remedies -- 9.1 Macro-environmental issues -- 9.1.1 Political issues -- 9.1.2 Social issues -- 9.1.3 Economic issues -- 9.1.4 Technological issues -- 9.1.5 Legal issues -- 9.1.6 National crises, disasters and security -- 9.1.7 Sustainable development issues such as climate change and dwindling natural resources 9.2 Micro-environmental challenges -- 9.2.1 Administrative and managerial challenges -- 9.2.2 Personal intellectual challenges -- 9.2.3 Insufficient relevant management information -- 9.2.4 Insufficient time in which to analyse information -- 9.2.5 Insufficient knowledge on the part of personnel -- 9.2.6 Insufficient identification and defining of public and institutional issues -- 9.2.7 HR limitations -- 9.2.8 Lack of legitimacy among public and personnel -- 9.2.9 Summary -- 9.3 Remedies for current and future issues -- 9.3.1 Management training and development -- 9.3.2 Strategic thinking -- 9.3.3 Systems thinking Definition -- 9.3.4 Visionary and transformational leadership -- 9.3.5 Public relations -- 9.3.6 Application of management techniques, aids and processes -- 9.3.7 Summary -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Glossary -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y -- Z. The world of governance is changing at an accelerated pace. Current and prospective public managers need to be equipped with appropriate knowledge and skills sets to steer government institutions through uncharted waters. It may rightly be asked what is required of cutting-edge public institutions to adhere to their constitutional mandate and to operationalise their strategic objectives in the most effective, efficient and economical manner. In other words, what does 'managing for excellence' in a public sector setting entail? Erscheint auch als Druck-Ausgabe van der Waldt, G. Managing for Excellence in the Public Sector Cape Town : Juta & Company, Limited,c2022 9781998962075 |
| spellingShingle | Van der Waldt, Gerrit 1965- Managing for Excellence in the Public Sector Front cover -- Title page -- Imprint page -- Contents -- Preface -- List of abbreviations -- Introduction -- Part A: Public Management: An environmental and multidisciplinary perspective -- Chapter 1: Introduction to public management -- 1.1 General orientation: management -- 1.1.1 Management: a definition -- 1.1.2 Public management -- 1.2 Context of public management in South Africa -- 1.2.1 Legislation -- 1.2.2 South African issues -- 1.2.3 Demands and challenges facing the public manager -- 1.3 Importance of and need for effective management -- 1.3.1 Management training and development -- 1.3.2 Creativity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 2: Management ethics, approaches and principles -- 2.1 Management ethics and professionalism -- 2.1.1 Management ethics: a definition -- 2.1.2 Management ethics in practice: conduct guidelines -- 2.1.3 Causes of unethical conduct -- 2.1.4 Measures for preventing unethical conduct -- 2.1.5 Professionalism -- 2.2 Management theories and approaches -- 2.2.1 Theories in public administration -- 2.2.2 Developmental phases of management theories -- 2.2.3 Management approaches -- 2.3 Management principles -- 2.4 Management styles -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 3: Public management context and functional environment -- 3.1 Nature of public management environment -- 3.2 Definition of environmental terms -- 3.2.1 Environmental levels and components: a general perspective -- 3.2.2 Systems approach -- 3.3 Government environments and related components -- 3.3.1 Macro-environment Definition -- 3.3.2 Intermediate environment Definition -- 3.3.3 Micro-environment -- 3.3.4 Summary -- 3.4 Changing macroor external environment of public administration 3.4.1 Political environment -- 3.4.2 Changing social environment -- 3.4.3 Economic environment -- 3.4.4 Technological environment -- 3.4.5 Legal environment -- 3.4.6 Cultural environment -- 3.5 Changing intermediate environment -- 3.5.1 Public as client of public institutions -- 3.5.2 Regulators -- 3.5.3 Suppliers -- 3.5.4 Competitors -- 3.5.5 Intermediaries -- 3.5.6 Ethical norms of society -- 3.5.7 Opportunities and threats -- 3.6 Changing microor internal public management environment -- 3.6.1 Mission, goal and strategy -- 3.6.2 Internal regulators -- 3.6.3 Management of the institution -- 3.6.4 Resources -- 3.6.5 Information and feedback -- 3.6.6 Ethical guidelines -- 3.7 Environmental feedback and interaction -- 3.7.1 Environmental scanning: a systematic process -- 3.7.2 Communication function of public managers -- 3.7.3 Creating linkage mechanisms between government and environment -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 4: South African government system and public managers -- 4.1 Government spheres and types of institution in South Africa -- 4.1.1 Legislative authority -- 4.1.2 Judicial authority -- 4.1.3 Executive authority -- 4.2 Management levels and hierarchy -- 4.2.1 Top management -- 4.2.2 Middle management -- 4.2.3 Low-level management/supervisors -- 4.3 Government relations -- 4.3.1 Approaches to governmental relations -- 4.3.2 Relations between government institutions in South Africa -- 4.3.3 Extra-governmental relations -- 4.3.4 Factors that may influence government relations -- 4.3.5 Role of public manager in government relations -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Part B: Public Management Dynamics: Functions, skills and applications -- Chapter 5: Public management functions 5.1 Overall perspective of management in public administration -- 5.2 Planning -- 5.2.1 Planning hierarchy -- 5.2.2 Advantages of planning -- 5.2.3 Barriers to planning -- 5.2.4 Basic steps in the planning process -- 5.2.5 A few planning aids and techniques -- 5.2.6 Summary -- 5.3 Organising -- 5.3.1 Components of organising -- 5.3.2 Methods of organising -- 5.3.3 Summary -- 5.4 Leading -- 5.4.1 Motivation -- 5.4.2 Integrative approaches to management -- 5.4.3 Leadership as a management function -- 5.4.4 Summary -- 5.5 Controlling -- 5.5.1 Importance of controlling -- 5.5.2 Types of control -- 5.5.3 Steps in the controlling process -- 5.5.4 Design of a control system -- 5.5.5 Key performance areas and strategic control points -- 5.5.6 Summary -- 5.6 Coordinating -- 5.6.1 Factors impeding coordination -- 5.6.2 Approaches to achieving effective coordination -- 5.6.3 Summary -- 5.7 Policy function of public managers -- 5.7.1 Levels of policy -- 5.7.2 Policy initiators and role of public managers -- 5.7.3 Implementing policy -- 5.7.4 Policy analysis and adjustments -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 6: Public management skills -- 6.1 Decision-making -- 6.1.1 Rational decision-making steps -- 6.1.2 Factors that influence decision-making -- 6.1.3 Programmed and non-programmed decisions -- 6.1.4 Decision-making techniques Learning activity -- 6.1.5 Summary -- 6.2 Communication and negotiation -- 6.2.1 Communication and the public manager -- 6.2.2 Negotiation in the public sector -- 6.2.3 Summary -- 6.3 Interpersonal and labour relations -- 6.3.1 Role of the public manager in labour relations -- 6.3.2 Role of employee associations in labour relations -- 6.3.3 Labour unrest -- 6.3.4 Collective bargaining -- 6.3.5 Summary -- 6.4 Conflict management -- 6.4.1 Sources of conflict 6.4.2 Constructive and destructive conflict -- 6.4.3 Conflict management techniques -- 6.4.4 Conflict management training -- 6.4.5 Summary -- 6.5 Change management -- 6.5.1 Steps in the process of managing change -- 6.5.2 Obstacles to change -- 6.5.3 Guidelines that support management of change -- 6.5.4 Summary -- 6.6 Managing diversity -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 7: Managing specialised applications in government -- 7.1 Management applications -- 7.1.1 Policy analysis -- 7.1.2 Strategic management -- 7.1.3 Organisation development -- 7.2 Selected areas of management application -- 7.2.1 HR management -- 7.2.2 Financial management -- 7.2.3 Development management -- 7.2.4 Project management -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 8: Management tools, supportive technology and management techniques -- 8.1 Management tools -- 8.1.1 Work study Definition -- 8.1.2 Research -- 8.1.3 Consultation -- 8.2 Supportive technology -- 8.2.1 Computer technology -- 8.2.2 Management information systems -- 8.2.3 Implementing an MIS -- 8.3 Management techniques -- 8.3.1 Decision-making techniques -- 8.3.2 Organising techniques -- 8.3.3 Techniques for providing and using personnel -- 8.3.4 Techniques for exercising control -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Chapter 9: Public management issues, challenges and remedies -- 9.1 Macro-environmental issues -- 9.1.1 Political issues -- 9.1.2 Social issues -- 9.1.3 Economic issues -- 9.1.4 Technological issues -- 9.1.5 Legal issues -- 9.1.6 National crises, disasters and security -- 9.1.7 Sustainable development issues such as climate change and dwindling natural resources 9.2 Micro-environmental challenges -- 9.2.1 Administrative and managerial challenges -- 9.2.2 Personal intellectual challenges -- 9.2.3 Insufficient relevant management information -- 9.2.4 Insufficient time in which to analyse information -- 9.2.5 Insufficient knowledge on the part of personnel -- 9.2.6 Insufficient identification and defining of public and institutional issues -- 9.2.7 HR limitations -- 9.2.8 Lack of legitimacy among public and personnel -- 9.2.9 Summary -- 9.3 Remedies for current and future issues -- 9.3.1 Management training and development -- 9.3.2 Strategic thinking -- 9.3.3 Systems thinking Definition -- 9.3.4 Visionary and transformational leadership -- 9.3.5 Public relations -- 9.3.6 Application of management techniques, aids and processes -- 9.3.7 Summary -- Summary and frame of reference -- Activities for self-evaluation -- References and further reading -- Glossary -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- X -- Y -- Z. |
| title | Managing for Excellence in the Public Sector |
| title_auth | Managing for Excellence in the Public Sector |
| title_exact_search | Managing for Excellence in the Public Sector |
| title_exact_search_txtP | Managing for Excellence in the Public Sector |
| title_full | Managing for Excellence in the Public Sector |
| title_fullStr | Managing for Excellence in the Public Sector |
| title_full_unstemmed | Managing for Excellence in the Public Sector |
| title_short | Managing for Excellence in the Public Sector |
| title_sort | managing for excellence in the public sector |
| work_keys_str_mv | AT vanderwaldtgerrit managingforexcellenceinthepublicsector |