Mike Wallace & Michael Fertig 
Managing Change in the Public Services 

This book explores the management of change to improve public
service effectiveness. It breaks new ground in addressing why
public service change is becoming increasingly complex to manage,
how people cope with this new complexity, what implications arise
for improving policy and practice, and which avenues for further
research and theory-building look particularly promising.

The contributors are all leading researchers from the USA,
Canada and the UK. Together they provide a synthesis of
state-of-the-art thinking on the complex change process in
Anglo-American contexts, policy-making for public service reform
that generates managerial complexity, and practice in service
organizations to improve provision. Special reference is made to
education and health: the largest and most complex of the public
services. The analysis has wider relevance for other public
services and national contexts.

Managing Change in the Public Services is essential
reading for all concerned with public service improvement – leaders
and managers in service organizations, administrators, trainers,
advisers and consultants who support the management of change,
policy-makers and public servants, and advanced course students and
academics. The book also offers general insights for the theory and
practice of managing organizational and systemic change.

Mục lục

List of Contributors.

Introduction: Managing Public Service Change or Coping with its
Complexity?: Mike Wallace (University of Bath), Michael Fertig
(University of Bath) and Eugene Schneller (Arizona State
University).

Part I: Exploring the Complexity of the Change
Process.

1. Coping with Complex and Programmatic Public Service Change:
Mike Wallace (University of Bath).

2. Applying Complexity Theory to Public Service Change: Creating
Chaos out of Order? Mike Wallace and Michael Fertig (University of
Bath).

3. The Emergence of New Organizational Forms: Networks of
Integrated Services in Health care: Lise Lamothe and Jean-Louis
Denis (Université de Montréal).

4. An Ironic Perspective on Public Service Change: Mike Wallace
(University of Bath) and Eric Hoyle (University of Bristol).

Part II: Exploring the Complexity of Policy-Making for Public
Service Reform:.

5. Managing Complex Change: Bringing Meso-Politics Back in:
Karen Seashore Louis (University of Minnesota).

6. The Challenges of Governance, Leadership and Accountability
in the Public Services: Paul Thomas (University of Manitoba).

7. Inevitable Tensions in Managing Large-Scale Public Service
Reform: Ben Levin (Ontario Ministry of Education).

Part III: Exploring the Complexity of Facilitating Public
Service Improvement:.

8. Unsystematic Responses to a Chaotic Service Environment:
Shaping the Division of Labour in Patient Care: Eugene Schneller
(Arizona State University) and Mike Wallace (University of
Bath).

9. How is Knowledge Transferred between Organizations Involved
in Change? Jean Hartley (University of Warwick) and Lyndsay Rashman
(University of Warwick).

10. Learning to Navigate the Noise of Change: Lessons from
Complex Health System Contexts: Ann Casebeer (University of
Calgary).

11. Orchestration, Coherence, and the Problem of Conflicting
Accountabilities: William Firestone (Rutgers University) and
Dorothy Shipps (Columbia University).

12. Prospects for Understanding and Improving Complex Public
Service Change: Mike Wallace (University of Bath).

Index

Giới thiệu về tác giả

Mike Wallace is a Professor of Public Management at Cardiff
Business School, Cardiff University. He researches the management
of complex and programmatic public service change in a context of
high accountability and permanent reform.

Michael Fertig is a Lecturer in Education at the
University of Bath.

Eugene Schneller is a Professor at the School of Health
Management and Policy, W. P. Carey School of Business, Arizona
State University.