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Leeds Metropolitan University

LEEDS BUSINESS SCHOOL

BA Business and Management Studies

Managing in a Mixed Economy

2013-14

TutorsSteve Gregory

Muhammad Ali NasirMichelle Emsley

Owoeye Deji

Tutor Contacts

Steven GregoryLeeds Business School Leeds Metropolitan University520 Rose BowlPortland GateLS1 3HE

Email: [email protected]

Muhammad Ali NasirLeeds Business School Leeds Metropolitan University520 Rose BowlPortland GateLS1 3HE

Email: [email protected]

Michelle EmsleyLeeds Business School Leeds Metropolitan University520 Rose BowlPortland GateLS1 3HEEmail: [email protected]

Owoeye DejiLeeds Business School Leeds Metropolitan University520 Rose BowlPortland GateLS1 3HE

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mailto:[email protected]

mailto:[email protected]

MANAGING IN A MIXED ECONOMY

MODULE OVERVIEW

Increasingly managers find themselves working in positions which do not strictly fall within the old definitions of ‘public sector’ or ‘private sector’. A growing number of projects and much economic activity take place by way of interaction or synergy between governmental, voluntary and business organisations. Alongside ‘traditional’ public and private sectors there is a spectrum of organisations and activities; for example, an increasingly important area of global economic activity is social enterprise. All of this presents opportunities and threats to managers whatever organisational setting they work in, and will require a new set of skills.

The aim of this module is to develop a critical understanding of the issues you might face if you worked for a public or not-for profit organisation, the interaction between private businesses and public and voluntary organisations, and of the management practices required for effectiveness in this environment.

LEARNING OUTCOMES

Upon successful completion of this module students should be able to:

critically evaluate the convergence of management styles in public, private and voluntary sectors, and apply managerial techniques and practices (for example, Strategy setting, performance and quality measurement, leadership and innovation) to these differing organisational settings.

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critically evaluate Government regulation of the public, private and voluntary sectors

understand and be able to critically evaluate the theoretical and practical issues involved in Public Private Partnerships

conduct a Strategic analysis of a public/private/voluntary partnership

Graduate Attributes Developed and Assessed

Enterprise, Digital Literacy, and a Global outlook.

The following gives a broad overview of the course content.

LECTURES

Date w/c

Lecture Topic

PART 1 – Introduction and Context 3rd Feb. 1. From public administration to the New Public Management and

beyond10th Feb 2. Managing in Context - how sectors influence management styles17th Feb 3. Government, Markets, Quasi - Markets and Regulation

PART 2 Themes in Management Practice

24th Feb 4. Leadership and strategic planning3rd Mar 5. Performance management and evaluation10th Mar 6. Innovation and service transformation17th Mar 7. Managing partnerships and networks24th Mar 8. PPP31st Mar 9. Social Capital and Social Enterprise7th April 10. DROP-IN SESSION RE ASSIGNMENT14th and 21st April

EASTER VACATION

28th April 11. Conclusion- Case Study- NHS5th May 12. DROP- IN SESSIONS RE ASSIGNMENT

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SEMINARS

Seminars will be based around the topic discussed in the lecture in the previous week. The programme will be as follows:

Date w/c

Seminar Topic

PART 1 – Introduction and Context 3rd Feb Introduction to the module and setting up presentation groups10th Feb Drivers of change17th Feb Management styles24th Feb Markets, Competition and Regulation

PART 2 - Themes in Management Practice3rd Mar Strategic management and Leadership10th Mar Performance management17th Mar Innovation and service transformation24th Mar Working in Partnership31st Mar PPP and PFI7th April Social Capital and Social enterprise14th and 21st April

EASTER VACATION

28th April

ASSIGNMENT PREPARATION- DISCUSSION OF STUDENT IDEAS

5th May Drop- In session

CORE READING

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Flynn, N (2012, 6th edition) (the 5th Edition, 2007, is also very useful) Public Sector Management, London: Sage

Hughes OE, (2012, 4th ed), Public Management and Administration: An Introduction, Basingstoke: Palgrave Macmillan (Note: the 2nd Edition of this book is also useful).

Bovaird, T and Loffler, E (2009, 2nd Ed) Public Management and Governance, London: Routledge

Ferlie E, Lynn L, Pollitt C (eds) (2005) The Oxford Handbook of Public Management, Oxford: Oxford University Press

Richards, D and Smith, MJ (2002) Governance and Public Policy in the UK

Journals

Public Money and Management and Public Finance are generally useful. The Guardian’s ‘Society’ section is very useful for current examples and comment.

SEMINAR ACTIVITIES

Below is set out the preparation you need to do for each seminar, such that you come to the seminar prepared to engage in discussions individually and in groups around the questions set out. Note that on Blackboard, along with the items indicated for you to use here, there may also be other resources for each topic posted, and you should look for announcements with relation to new items/ news stories/ examples, which are posted.

WEEK 1

Introduction to the module; assessment and overview

WEEK 2

Drivers of change

Read the chapter by Hughes from the Blackboard site

Watch the video clip on the NHS

Discussion Questions

Why was/ is bureaucracy and ‘traditional’ public administration deemed to be ‘out of date’. Why does it persist?

What are the implications of a change in language from ‘administration’ to ‘management’?

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What are the main elements of the ‘New Public Management’?

WEEK 3

Management styles

Read the article by Chandler, on Blackboard, and the articles ‘Civil Service Training’ and ‘Separate Worlds’.

Watch the videos- ‘Managing in the NHS- Debate with Gerry Robinson’ and ‘Dementia Care- a private Business?’


What issues do we need to consider if we are to run care services as businesses?

What do you consider to be the main differences, which would be faced by a manager in the public sector as opposed to the private sector?

What skills do you think a public sector manager needs to have in 2013?

WEEK 4

Markets and Regulation

Read the from the Blackboard site the articles ‘NHS and Markets- Guardian Editorial’; ‘Council Outsourcing’; ‘Mixed Economy of provision’; ‘Public Services go private’; ‘NHS Choice’, ‘Private Firm takes over hospital’ and ‘Private Healthcare: the lessons from Sweden’.

Watch the video clip ‘Is competition good for the NHS?’


Why have concerns been raised about the recent changes to public services, with respect to competition?

What may be the advantages and disadvantages of a public organisation outsourcing or contracting out most of it’s services? Are there alternatives?

Markets require choice; what issues may this raise, for example in Health care?

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WEEK 5

Strategic management and Leadership

Read the article by Johnson and Scholes from the Blackboard site, and the articles ‘Strategic Management in Public Services’; ‘Barriers to Public Sector Strategy’ and ‘Long Term Care’

Watch the video clip ‘Strategic Defence’


To what extent is strategic management distinctive in the public sector?

What are the difficulties involved in trying to be ‘strategic’ in public services?

WEEK 6

Performance Management

Read the article by Jackson on the Blackboard site, and the article ‘Performance Management’. Watch the video clips ‘Do School League Tables work?’ and ‘The Trap’


Why has it proven so difficult to measure the performance of public services like schools?

What issues are raised by efforts to measure performance here?

WEEK 7

Innovation and Service Transformation

Read the articles ‘NHS and Technological Change’; ‘Telecare’; ‘Toyota and Local Government’ and ‘Housing and Tesco Clubcard’ on the Blackboard site. Watch the video clips ‘Personal Budgets’, ‘Christian Bason’ and ‘Hall on Innovation’


What benefits does Co-Production bring to public services, and what issues may arise when it is used?

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Public Services need to be innovative; how can service- redesign help users and what conditions do we need for innovation in the public services?

WEEK 8

Working in Partnership

Read the three articles on ‘Collaboration’ and ‘How to make a partnership work’ on the Blackboard site Watch the video clips on ‘Leeds Initiative’ and ‘LEPs’


Why is partnership working considered to be essential now?- what are the political, social and economic reasons?

Partnerships are often complex; what difficulties does this cause and how can they be managed successfully?

WEEK 9

Public Private Partnerships… Pro and Con… an international perspective

Watch…. You can look through all of the clips in the ‘PFI’ folder; and also….on the ‘PRO PPP’ side… watch ‘PP1’; ‘PPP Focus’; ‘A Quick Introduction to Public Private’ and ‘Public Private Partnerships Lesoto’

…. And on the ‘CON’ side watch ‘Hall PPP’, ‘Bolivia Water Wars’ and ‘Water privatisation in James Bond…’


A heated debate… PPP- GOOD THING OR BAD THING?!!!!!

WEEK 10

Social Capital and Social Enterprise

Read the articles ‘Mutuals’; ‘social Enterprise’; Mutualisation- Issues’; ‘Leeds Social Enterprise’ and ‘Mutual model’ on the Blackboard site.

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Watch the video ‘Putnam on Social Capital’ (watch from 7 mins in)


What is Social Capital and why has become of interest to politicians around the world?

To what extent do Social Enterprises, Mutuals, and the ‘third sector’ offer a convincing model for the delivery of public services?

WEEK 11

Assignment Preparation

In this seminar we will discuss the second part of the assessment- the essay- and students should bring with them their ideas/ subjects and research so far.

ASSESSMENT METHODS

Summary

Assessment Method: Weighting: Hand in date: Feedback

Method: Feedback date:

1.Group PowerPoint Audio Presentation 35% 11/4/14 OR

13/5/14

Via x stream or written on script; verbal feedback by appointment.

4 weeks from hand-in, allowing as necessary for Easter break

2.Individual essay/case study 65% 13/5/14

Via x stream or written on script; verbal feedback by appointment

4 weeks from hand-in.

ReassessmentMethod: Weighting: Hand in date: Feedback

Method: Feedback date:

1. Short individual essay 35% tbc


tbc

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2. Individual essay 65% tbc


tbc

Assessment Details

Assessment Title Group PowerPoint AudioIndividual/Group GroupWeighting 35%Latest Hand in Date 11/4/14 OR 13/5/14

Assessment Title Individual essay- Max. 3,000 words (excl. Biblio.)Individual/Group IndividualWeighting 65%Latest Hand in Date 13/5/14

Student Instructions for Submission of Coursework

This module requires you to submit your work on-line and also hand in a paper copy of the individual work.You MUST submit your work through X-stream using the link set up by the tutor. Receipt of your work will be recorded. Where your tutor requires you to submit work using TurnItIn (a worldwide text-matching service), you can then use this to help check your referencing. You can then revise, re-check and resubmit your work right up to the submission date and time. To make use of this checking service you must submit your work early.

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You MUST ALSO submit a paper copy of the work with a completed Assignment Submission Form attached. The copy of the work and assignment form should be placed in the relevant assessment post-box.Please note: Tutors will follow up any suspected plagiarism and unfair practice found after the submission date as per University policy. Late penalties will apply as per University regulations.

There are two parts to the assessment of this module (with weightings):

-(1) a POWERPOINT AUDIO presentation by a group of 3-4 students (35%)- SEE NOTE BELOW FOR HAND IN DATE

(2) an individual report, of a maximum 3000 words, (excluding Bibliography) based on a public organisation, or partnership organisation/ project involving partnership working, chosen by the student, and providing a critical evaluation of the management issues raised.(65%). The hand- in date is 13th May, 2014, by 4.00 pm.

(1) Presentation (35%)

Group presentations will be submitted via Blackboard. In the first week of the module there will be time in the seminar session for you to consider who you are going to form a group with and which seminar question you want to do. The names of those in each group and the choice of question need to be confirmed to the tutor by the seminars in week two. It is up to students to organise their own groups. Instructions on how to prepare and upload the presentation will be given and available on Blackboard.

In order to do the presentation you can use some of the sources suggested later in the handbook, but it will be necessary for you do some of your own research to gather sources and references. Each presentation will be @20 minutes. THERE ARE TWO HAND IN DATES/ POINTS FOR THE POWERPOINT AUDIO PRESENTATION: FOR QUESTIONS 3- 7, the submission date is 11/4/14 ; FOR QUESTIONS 8-10, the submission date is 13/5/14.

Presentation Questions

The following are the questions for the group PowerPoint Audio presentation; each question is associated with a lecture and Seminar as indicated. Each group must choose one question. No more than two groups may choose any one question from each Seminar Group.

(Seminar No. 3)To what extent is it true to say that managing in the public, private or voluntary sectors is essentially the same?

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(Seminar No. 4)How successful have government attempts to make public services more ‘market like’ been? Illustrate with particular reference to a public service of your choice.

(Seminar No. 5)What would you need to consider in developing a strategic plan for a public sector organisation? Explain why, and give examples.

(Seminar No. 6)How does government attempt to manage the performance of public services, and what issues are raised? Give examples.

(Seminar No. 7)Why is it argued that public services need to be more innovative? Give examples of the innovative practices and discuss the issues which are raised.

(Seminar No. 8)Why has partnership working become so important in public service delivery? What implications has it for the management of services and the skills required of managers?

(Seminar No. 9)Why has the use of PFI and similar methods grown, and has the use of these mechanisms been successful?

(Seminar No. 10)Why is social capital seen to be important for economic and social well- being? How might a government attempt to enhance it?

(2) Individual essay (65%)

During the module you will need to be thinking of an area or areas which you might want to consider further through your own study. For example, you might choose a PFI scheme, a public-private partnership, or a partnership aimed at regeneration. The case study will require you to do independent research and find your own sources, which can be complimented by the generic sources given in the handbook. Advice on the case study and how to approach it will be given during seminars as the module progresses, and the final lecture session is set aside for assignment guidance.

If you wish to check that your chosen organisation or partnership project is an appropriate one to study, you may provide a short outline of your chosen study for your tutor to comment on. You tutor will discuss this further with you in your seminars.

You must hand in one hard copy at the Business School Reception/ hand-in desk on or before the hand-in date, with a signed front sheet, and also submit one copy through the module site on the module Blackboard site via Turnitin

The assessment criteria for the two pieces of work follow below, followed by some more extensive guidance on the written assignment.

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ASSESSMENT CRITERIA - GROUP POWERPOINT AUDIO PRESENTATION

Content (60% of presentation mark)

Has the question been answered? Is the presentation focussed on the question and not the topic generally? Is it too descriptive?

Is there a clear introduction?

Is there a logically developed argument?

Is there a clear conclusion?

Has the group shown evidence of appropriate reading?

Is the issue/question set in the appropriate theoretical context?

Is there an understanding of relevant concepts/ issues?

Was the factual material accurate?

Communication (20%) of presentation mark)

Is the presentation clear and concise?

Is the pace of delivery appropriate?

Is the choice of means of presentation appropriate for the subject matter? Is it well used to aid the delivery of the material?

Group skills (10% of presentation mark)

Is the presentation more than the sum of its individual parts?

How well has the group coordinated its activity and planned the presentation? How well are the tasks divided?

Academic/research skills (10% of presentation mark)

Is the material in the presentation properly sourced and referenced, and is there an accurate Bibliography?

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ASSESSMENT CRITERIA (INDIVIDUAL ESSAY/CASE STUDY)

Content (85% of mark for essay/case study)

1. Choice of topic. Is the choice of case study an appropriate one?

2. Structure. Is the work logically developed, with a conclusion which follows from this?.

3. To what extent does the case study represent a reflection and evaluation on the chosen subject, using models/concepts/theories covered in the course?

4. To what extent is relevant literature used and integrated into the analysis?

5. Grammar and spelling- poor standards will be penalised.

6. Clarity and conciseness- there will be penalties for exceeding the word limit

Academic techniques (15% of essay/case study mark)

1. Is the essay properly sourced and referenced?

2. Is there a comprehensive and properly referenced bibliography

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RECOMMENDED READING

IS IT EXPECTED THAT IN PREPARING PRESENTATIONS AND IN RESEARCHING FOR THE WRITTEN PART OF THE ASSESSMENT, YOU WILL CARRY OUT INDEPENDENT RESEARCH AND FIND REFERNCES AND EXAMPLES FROM A VARIETY OF SOURCES. THE SOURCES LISTED BELOW ARE INDICATIVE AND GENERALLY USEFUL FOR EACH TOPIC; THIS DOES NOT MEAN THAT THEY ARE THE ONLY USEFUL SOURCES AND INDEED YOU MIGHT WELL FIND BETTER ONES- THE FOLLOWING LIST IS FOR GUIDANCE- IT IS NOT EXHAUSTIVE, NOR IS IT MEANT TO INDICATE THAT YOU HAVE TO USE THESE SOURCES.

SUGGESTED READING BY TOPIC FOR GROUPS DOING PRESENTATIONS AND FOR USE IN INDIVIDUAL ESSAYS

1. Public sector management – from public administration to the New Public Management

CORE: HUGHES- Ch. 1/2/3/4; Bovaird- Part 1

Abonyi, G and Van Slyke, DM (2010) ‘Governing on the Edges: Globalization of Production and the Challenge to Public Administration in the Twenty-First Century’Public Administration Review: Special Issue on the Future of Public Administration in 2020 Volume 70, Issue Supplement s1, pages s33–s45, December 2010

Goldfinch, S and Wallis, J (2010) ‘Two Myths of convergence in Public Management Reform Public Administration Volume 88, Issue 4, pages 1099–1115, December

Hood, C (1991) ‘A Public Management for all seasons?’ Public Administration 69 1991: 3-19

Levy, R (2010) New Public Management end of an Era? Public Policy and Administration Vol. 25 no. 2 234-240

McKinsey- Centre for Government- especially for ‘Government Designed for New Times’www.mckinsey.com/client_service/public_sector/mckinsey_center_for_government

OECD- on the OECD website there are a number of useful resources including country- by country profiles of spending on public services and related data- seehttp://www.oecd.org/gov/governmentataglance2011.htm

Osborne, S (2002) ‘From Public Administration to Public Governance: Public Management and Public Services in the Twenty-First Century’ in McLaughlin, K, Osborne, SP and Ferlie, E (Eds) The New Public Management: Current Trends and Future Prospects (London: Routledge)

Pollitt C, Bouckaert G (2004), Public Management Reform: A Comparative Analysis, Oxford: Oxford University Press.

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Public Services International Research Unit at http://www.psiru.org/about-us

Richards and Smith- Chapters 1, 2, 4, 5, 6, 7

World Bank- a variety of sources – International perspectives- on http://blogs.worldbank.org/governance/category/tags/public-sector-management; in particular http://blogs.worldbank.org/governance/30-years-of-public-management-reforms-has-there-been-a-pattern

2020 Public Services Trust (2010) A Brief History of Public Services Reform; also Drivers for Change available on-line from their web-site

2. Managing in context

CORE: Flynn- Ch 2; Ferlie- Ch’s 3/4

Chandler, JA (1991) Public Administration and Private Management: Is there a difference? Public Administration Vol.69 pp.385-392

Doherty, TL and Horne, T (2002) Managing Public Services- implementing change (London: Routledge)

Johnson, G and Scholes, K (2001) (Eds) Exploring Public Sector Strategy (London: Prentice Hall)

3. Government, Markets, Quasi Markets, and Regulation

CORE: Flynn- Ch’s 8/11/12/14; Bovaird- Ch 7; Hughes, Ch.7

Centre for Market and Public Organisation-Choice In Public Services - Literature Resource available at http://www.bris.ac.uk/cmpo/choice/index.html

Greener, I (2008) Markets in the public sector: when do they work, and what do we do when they don't? Policy & Politics, Volume 36, Number 1, January, pp. 93-108(16)

Jung, T (2010) ‘Citizens, co-producers, customers, clients, captives? A critical review of consumerism and public services’ Public Management Review Volume 12, Issue 3 pages 439-446

Moran, M (2001) ‘The Rise of the Regulatory State in Britain’ in Parliamentary Affairs Vol. 54, pp. 19-34

Needham, C (2008) ‘Consumerism in Public Services: For and Against’ Public Money and Management Vol. 28, No. 2

Propper, C (2010) The Operation of choice and competition in Healthcare (Public Services Trust) – available from the Public Services Trust web-site

Public Money and Management Special Edition Vol. 29, 2, 2009

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Young, T (2010) ‘Citizens, co-producers, customers, clients, captives? A critical review of consumerism and public services’ Public Management Review, Vol. 12 No.3 www.audit-commission.gov.uk (‘Healthy Competition’ (2007) )

http://www.bristol.ac.uk/cmpo/- Centre for Market and Public Organisation

http://www.kingsfund.org.uk/audio-video/chris-ham-competition-versus-integration-nhs

4. Leadership and strategic planning

CORE: Hughes- Ch.’s 8/10/11; Bovaird Ch’s.5/18; Ferlie- Ch. 19

Andrews, R and Boyne, G (2009) ‘Strategy, Structure and Process in the Public Sector: A test of the Miles and Snow model’ Public Administration Volume 87, Issue 4, pages 732–749, December 2009

Bichard (2013) Editorial: The need for a public service strategy Public Money & Management Volume 33, Issue 1, 2013

Brookes, S and Grint, K (2010) The New Public Leadership Challenge (London: Palgrave MacMillan)

Brookes, S (2008) ‘The Public Leadership Challenge’- to be posted on Blackboard

CIPFA- ‘The Future of Services to the Public– reviewing the pressures and challenges for long term change (available on- line via CIPFA)

CIPFA (2010) ‘Leading in Hard Times’

Commission on 2020 Public Services - From social security to social productivity: a vision for 2020 Public Services- Final Report- available on Commission web-site

Courtney, R (2002) Strategic management for voluntary and non profit organizations (London: Routledge)


Hartley, J and Bennington, J (2011) Recent Trends in Leadership (London: Kings Fund)

Johnson, G and Scholes, K (2001) (Eds) Exploring Public Sector Strategy (London: Prentice Hall)

Liddle, J (2010) Twenty-first-century public leadership within complex governance systems: some reflection Policy & Politics, Volume 38, Number 4, pp. 657-663(7)

Milner, E and Joyce, P (2005) Lessons in Leadership: Meeting the challenges of Public Services Management (Abingdon: Routledge)

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Pederson, D and Hartley, J (2008) The changing context of public leadership and management International Journal of Public Sector Management Vol. 21, No. 4, pp. 327-339

Public Money and Management Special Edition on Leadership Vol.31, No. 5, 2011

Stone, MM (2010) Toward a More and Less Heroic View of Strategic ManagementPublic Administration Review: Special Issue on the Future of Public Administration in 2020 Volume 70, Issue Supplement s1, pages s215–s217, December

Van Wart, M (2003) ‘Public- Sector Leadership Theory: An Assessment’ in Public Administration Review Vol.63, No. 2

Office of Public Management- for Public Service Futures (available on- line via OPM); also Leading in Tough Times and Leadership- currnet thinking (by P.Tarplett)

Web Based Sources

http://www.guardian.co.uk/public-leaders-network/global-public-leaders-series- The Guardian’s global public leaders resourceandhttp://www.guardian.co.uk/public-leaders-network- the Public Leaders networkwww.northernleadershipacademy.co.uk – generally, and for Public Sector and Voluntary/Third Sector sections, and for the Public Sector ‘Design Principles’www.publicleadership.co.uk- ESRC research programme in public leadership- for the ‘Leadership Challenge’http://www.kingsfund.org.uk/projects/commission-leadership-and-management-nhs- see several documents here, especially the Report ‘No More Heroes’.

5. Performance management, evaluation, and learning organisations

CORE: Flynn Ch. 6; Bovaird Ch’s 11/12; Ferlie Ch. 21

Bache, I (2003) ‘Not Everything that Matters is Measurable and Not Everything that is Measurable Matters: How and Why Local Education Authorities ‘Fail’ Local Government Studies Vol.29, No. 4, pp.76-94

Bevan, G and Hood, C (2006) ‘What’s measured is what matters: Targets and gaming in the English Public Health Care System’ Public Administration Vol. 84, No. 3, 517-538

Bevan, G and Hood, C (2006) ‘Have Targets Improved Performance in the English NHS?’ British Medical Journal 332 419-422

De Bruijn, H (2002) Managing Performance in the Public Sector (London: Routledge)

Dicker, J (2009) How Should we measure Public Sector Performance? – available from the 2020 Public Services Trust web-site

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Hartley, J, Donaldson, C, Skelcher, C and Wallace, M (Eds) (2008) Managing to Improve Public Services (Cambridge: Cambridge University Press)- Ch’s 5/6/8

Hood, C (2006) Gaming in Targetworld: The Targets Approach to Managing British Public Services Public Administration Review 66 (4), July/August 515-521

Hood, C, Dixon, R and Wilson, D Managing by Numbers’: the Way to Make Public Services Better? Policy Briefing No. 4 ESRC Public Services Programme at http://www.publicservices.ac.uk/index.php/findings/public-management-by-numbers-3

Institute for Government (2008) Performance Art (London: Institute for Government)- available via Institute web-site

New Economics Foundation (2009)- Seven principles for measuring what matters: A guide to effective public policy-making (London: New Economics Foundation)- available via NEF web-site.

Proper, C and Wilson, D (2003) ‘The Use and Usefulness of Performance Measures in the Public Sector’ Oxford Review of Economic Policy Vol.19, No.2, pp 250-267

Public Services Trust (2009) Better Outcomes (London: Public Services Trust)- available via their web-site.

Social Impact Measurement- a report from the Third Sector Research Centre at http://www.tsrc.ac.uk/NewsandEvents/Measuringimpactgivesorganisationspower/tabid/855/Default.aspx

Also useful are several articles in Public Policy and Management Volume 27. Issue 2 (2007) and the ESRC’s Public Services Programme site at http://www.publicservices.ac.uk/index.php/findings/public-management-by-numbers-3

6. Innovation and service transformation(Note: You may choose to focus on Co-Production or Innovation and innovative techniques/ methods more generally here)

CORE: Huhges Ch 13: Ferlie Ch. 17

Co-production

Baxter, K, Glendinning, C and Greener, I (2011) ‘The implications of personal budgets for the home care market’ Public Money and Management Vol.31, 2, pp. 91-98

Bovaird, T (2007) Beyond Engagement and Participation: User and Community Coproduction of Public Services Public Administration Review September- October 2007 pp.846-860

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Bovaird, T User and community co-production of public services: fad or fact, nuisance or necessity? Third Sector Research Centre, Paper 12 (Available on line)

Cutler, T, Waine, B and Brehony, K (2007) A new epoch of individualization? Problems with the ‘personalisation’ of public services Public Administration Vol. 85, No. 3, pp. 847-855

Dickinson, H The personalisation agenda Third Sector Research Centre, Paper 30 (Available on line)

Fisher, J, Baines, S and Rayner, M (2012) ‘Personalisation and the Co-operative Tradition’ Social Policy and Society Volume 11, Issue 04, pp 507-518

Fotaki, M (2011) ‘Towards developing new partnerships in public services: Users as consumers, citizens and/or coproducers in Health and Social Care in England and Sweden’ Public Administration Volume 89, Issue 3, pages 933–955,

Gannon, Z and Lawson, N (undated) Co- Production (available from Compass at http://www.compassonline.org.uk/publications/

Institute for Government and Cabinet Office (2010) Mindspace: Influencing Behaviour through Public Policy- available via Institute for Government web site

John, P, Smith, G and Stoker, G (2009) Nudge Nudge, Think, Think: Two strategies for changing civic behaviour Political Quarterly Vol. 80, No. 3, pp. 361-370

Jordan, B (2006) ‘Public Services and the Service Economy: Individualism and the Choice Agenda’ Journal of Social Policy Vol. 35, Issue 1, pp. 121-162

Lewis, M (2007) States of Reason; Freedom responsibility and the governing of behaviour change (London: IPPR) available at http://www.ippr.org/

Needham, C (2010) Commissioning for Personalisation: From the margins to the mainstream (CIPFA- available from the CIPFA website http://www.cipfa.org/)

Needham, C (2009) SCIE Research briefing 31: Co-production: an emerging evidence base for adult social care transformation (available at http://www.scie-socialcareonline.org.uk/)

Needham, C (2008) Choice in Public Services: ‘No Choice but not to choose’ available at http://books.google.co.uk/books?hl=en&lr=&id=qO_MNukk9nwC&oi=fnd&pg=PA179&dq=c+nEEDHAM+CHOICE&ots=8W2bAWKp3e&sig=zAKG1dTYdxlq5--UkwMqjOeP4SA#v=onepage&q=c%20nEEDHAM%20CHOICE&f=false

Needham, C (2011) Personalization: From Story-line to Practice Social Policy & AdministrationVolume 45, Issue 1, pages 54–68, February

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New Economics Foundation-(2009) Public Services Inside Out; Aspects of Co-production and ‘Right Here Right Now: Taking Co-production into the mainstream’– available on their web-site www.neweconomics.org/-

Prabhakar, R (2004) ‘Commercialisation or Citizenship?’ Politics Vol.24, No. 3 pp.215-220

Prendergrast, J, Foley,B, Menne, V and Karalis Isaac, A (2008) The Art of Behavioural Change (Social Market Foundation; London)- available at the Social Market Foundation website

Public Policy Research- several articles in Vol. 12, 1, 2005

Stevens, M, Glendinning, C et.al., (2011) Assessing the Role of Increasing Choice in English Social Care Services Journal of Social Policy Vol. 40, 2, pp.257-274

Wilberforce, Mark et al. (2011) Implementing Consumer Choice in Long-term Care: The Impact of Individual Budgets on Social Care Providers in England Social Policy and Administration, Volume 45, Number 5, 1 October 2011 , pp. 593-612(20

Web- based sourceswww.demos.org.uk C. Leadbetter (2004) ‘Personalisation through participation’; S.Parker and J.Heapy (2006) ‘The Journey to the Interface’.www.catalystforum.org.uk - ‘Reconciling Equity and Choice’.http://www.oecd.org/gov/publicsectorinnovationande-government/- International examples/ cases of innovative practicewww.opm.co.uk (Office of Public Management- for J.Cummins and C. Miller (2007)- ‘Co-production, social capital and service effectiveness’)www.nesta.org.uk Boyle, D amd Harris, M (2009) ‘The Challenge of Co-Production’ (available on NESTA website)www.oft.gov.uk Office of Fair Trading- Choice and Competition in Public Services (2010)- available on-linewww.2020publicservicestrust.org/- for Prendergrast, J, Foley, B, Menne, V and Karalis Isaac, A (2009) ‘Creatures of Habit?: The Art of Behaviour Change’; and Griffiths, S, Foley, B, and Prendergrast, J ‘Assertive Citizens’ New Relationships in the Public Services’www.eoe.nhs.uk/ltc/ltc_document_store/1283427163_RbNV_commissioning_for_personalisation.pdfhttp://www.publicfinance.co.uk/features/2010/08/the-personal-gets-political/

Innovation

Hartley, J, Donaldson, C, Skelcher, C and Wallace, M (Eds) (2008) Managing to Improve Public Services (Cambridge: Cambridge University Press)- Ch’s 10/11/13

Maddock, S (2009) Change you can believe in (London: National School for Government) (available on the NSG website)

Maddock, S Creating the Conditions for Public Innovation (London: National School for Government) (available on the NSG website)

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Moore, M and Hartley, J (2008) Innovations in Government Public Management Review Vol. 10, No. 1, pp. 3-20

NESTA- see http://www.nesta.org.uk/areas_of_work/public_services_lab for a variety of resources on creativity, including Radical Efficiency: Different, Better, Lower Cost Public Services published by NESTA and the Innovation Unit, June 2010 (available at http://www.nesta.org.uk/publications/reports/assets/features/radical_efficiency)

Osborne, SP and Brown, L (2011) Innovation in public services: engaging with risk Public Money and Management Vol. 31, No. 1 pp. 4-6

Osborne, SP and Brown, K (2005) Managing change and innovation in public service organizations (London: Routledge)

Parker, S and Parker S (2007) Unlocking Innovation (London: Demos) (available on the Demos website)

Proudlove, N, Moxham, C and Boaden, R ‘Lessons for Lean in Healthcare from Using Six Sigma in the NHS’Public Money & Management Volume 28, Issue 1, 2008 pages 27-34

Pidd, M and De Souza, B (2011) Exploring the barriers to lean healthcare implementation Public Money & Management 31, 1, p. 59-68.

Public Management Review Vol. 10, Issue 1, 2008- Special Edition on Public Sector Innovation

Public Money & Management Vol. 25, No. 1 Special Edition on Innovation- several very useful articles.

Radnor, Z and Osborne, SP (2012) ‘Lean: A failed theory for public service’ Public Management Review Dec.

Radnor, Z (2011) ‘Debate: How mean is Lean really?’ Public Money & Management Volume 31, Issue 2, 2011

The Economist Special Report on Innovation, Oct. 26th, 2007

Steele, J and Hampton, K (2005) Unlocking Creativity in Public Services (Office for Public Management) (available on OPM website)

www.publicinnovation.org.uk – Centre for Public Innovationhttp://wearefuturegov.com/- Future Govhttp://thinkpublic.com/- Innovative solutionshttp://www.institute.nhs.uk/- and http://www.institute.nhs.uk/commissioning/tackling_tough_choices/how_to_use_this_toolkit.html -NHS Institute for Innovation and Improvement

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http://www.charlesleadbeater.net/archive/public-services-20.aspx- Public Services 2.0 (See also ‘We Think’ via the same site and http://www.charlesleadbeater.net/archive/innovation-and-entrepreneurship.aspx)http://sdm.rightcare.nhs.uk/http://www.transitioninstitute.org.uk/http://www.mind-lab.dk/en - Think Tank with case studies and resources

7. Governance – managing partnerships and networks CORE: Flynn Ch. 10; Bovaird Ch’s 15/16; Ferlie Ch.’s 11/ 15

Audit Commission (2006) Governing Partnerships, London: Audit Commission

Balloch S (2001) Partnership Working: policy and practice (London: Policy Press)

Coulson, A (2005) A plague on all your partnerships: theory and practice in regeneration International Journal of Public Sector Management Vol. 18, No.2 pp.105-163

Darling, B, Powell, M and Glendinning, C (2004) ‘Conceptualising Successful Partnerships’ Health and Social Care in the Community Vol. 12 (4) pp. 309-317

Mackintosh M (1992) ‘Partnership issues of policy and negotiation’, Local Economy, 7:3, 210-224.

Miles, E and Trott, W (2011) Collaborative Working (available from the Institute for Government web-site)

Richards and Smith- Chapters 1, 2, 4, 5, 6, 7

Rhodes, R (1997) Understanding Governance (Buckingham: Open University Press)

Sullivan, H and Skelcher, C (2002) Working Across Boundaries (Basingstoke: Palgrave Macmillan)

8. Public Private Partnerships

CORE: Flynn Ch. 13

Cuthbert, M and Cuthbert, J (2010) The Royal Infirmary of Edinburgh: a case study on the workings of the Private Finance Initiative Public Money & Management Volume 30, Issue 6

Economic Affairs Special Edition- Vol. 29, 1, 2009, pp. 2-110

Forrer, J, Kee JE, Newcomer, E and Boyer, E (2010) Public–Private Partnerships and the Public Accountability Question Public Administration Review Volume 70, Issue 3, pages 475–484, May/June

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Hellowell, M and Pollock, A (2009) The Private Financing of NHS Hospitals; Politics, Policy and Practice Economic Affairs Volume 29, Issue 1, pages 13–19, March 2009(See also other articles in the Issue)

Hodge, G, Greve, C and Boardman AE (2010) International Handbook on public-private partnerships (Cheltenham: Edward Elgar)

Jones, R and Noble, G (2008) Managing the Implementation of Public–Private Partnerships Public Money & Management Vol.28, 2

Kee, JE and Forrer (2008) Private Finance Initiative—The Theory Behind PracticeInternational Journal of Public Administration Volume 31, Issue 2, 2008

Lonsdale, C and Watson, G (2007) Managing contracts under the UK's Private Finance Initiative: evidence from the National Health Service Policy and Politics Vol.35, No. 4, pp. 683-700

Siemiatycki, M (2012) The Global Production of Transportation Public–Private Partnerships International Journal of Urban and Regional Research

McCartney, J and Stittle, J (2008) ‘Taken for a Ride’: The Privatization of the UK Railway Rolling Stock Industry Public Money & Management Vol.28, 2

IPPR (2001) Building Better Partnerships: The final report of the commission on public private partnerships (London: IPPR)

Public Money and Management, Vol. 21, 2001, No’s 1, 3 & 4; Vol. 22, No. 2

Shaoul, J, Stafford, A and Stapleton, P (2008) The Cost of Using Private Finance to Build, Finance and Operate Hospitals Public Money & Management Vol.28, 2

www.smith-institute.org.uk (For publication on Public Private Partnerships, 2007)

Wall, A and Connelly, C (2009) The Private Finance Initiative Public Management Review Vol. 11, No.5 pp. 707-724

www.redpepper.org.uk/Pulling-the-plug-on-private-water/

9. Social economy, social capital, and social entrepreneurship

CORE: Flynn Ch. 8; Bovaird Ch. 18

Department for Communities and Local Government (2010) Our Nation’s Civic Health- available on line.

Hertz, N (2012) ‘Towards a theory of co-op capitalism’ available athttp://www.ippr.org/articles/56/8662/towards-a-theory-of-co-op-capitalism

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Johnson, G and Percy-Smith, J (2003) ‘In Search of Social Capital’ Policy and Politics Vol. 31, No.3, pp.321-34

Kelly, G, Kelly, D and Gamble, A (1997) Stakeholder Capitalism (New York: St. Martins)

Leadbetter, C and Goss, S (1998) Civic Entrepreneurship (London: Demos)

Leadbeater, C (2000) Living on Thin Air: The New Economy (London: Penguin)

McCabe. A (2011) Below the radar in a Big Society? Reflections on community engagement, empowerment and social action in a changing policy context Third Sector Research Centre, Paper 51 (Available on line)

Miller, R and Dr Miller, R (2011) Social enterprise spin-outs from the English health service: a Right to Request but was anyone listening?, Robin Miller and Dr Ross Millar Third Sector Research Centre, Paper 52 (Available on line)

Moxham, C (2010) ‘Challenges and enablers to engaging voluntary organizations in public service delivery’ Public Money and Management Vol. 30, 5

Putnam, R (2000) Bowling Alone (London: Simon and Schuster)

Stott, M (Ed) (2011) The Big Society Challenge (Cardiff: Keystone Development Trust Publications)- available at www.keystonetrust.org.uk

Taylor, M (2000) ‘Communities in the Lead: Power, Organisational Capacity and Social Capacity’ Urban Studies Vol. 37, No.5-6, pp1019-1035

Third Sector Research Centre –at http://www.tsrc.ac.uk/Home/tabid/515/Default.aspx- a lot of useful resources here.

Web-based sources

http://www.guardian.co.uk/public-leaders-network/blog/2011/nov/21/social-value-ethos-public-services-spin-outshttp://socialenterprise.guardian.co.uk/- and www.guardian.co.uk/voluntary-sector-network -The Guardian’s Social Enterprise and Voluntary Sector networkswww.participle.net/ - Social Enterpriseswww.neweconomics.org.uk (New Economics Foundation)- E. Mayo and H.Moore (2001) ‘The Mutual State’www.sepgb.co.uk (Social Enterprise Partnership)www.opm.co.uk ‘Managing for Social Cohesion’; ‘Social Capital’; ‘Involving People’.www.jrf.org.uk (See ‘Findings’ Nov. 2006- ‘Do policies to promote community participation in governance build social capital?’)Prime Minister’s Strategy Unit (2002) Social Capital: A Discussion Paper (London: Cabinet Office) and also, in ‘Seminars’ section- ‘Social Capital’ (now archived at http://webarchive.nationalarchives.gov.uk/20100416132449/http://www.cabinetoffice.gov.uk/strategy/publications.aspx)World Bank- What is Social Capital? Available at

http://povlibrary.worldbank.org/library/topic/4294

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www.smith-insitute.org.uk (See ‘Social Enterprise Futures’ (2007) )www.theworkfoundation.com (for ‘Public Value and Local Communities- A Literature Review’)www.2020publicservicestrust.org/- Public Services Trust- for-‘Why Localism Now? What Are The Principles for a New Localised Model of Public Services?’- 2009www.demos.co.uk ‘Inside out: Rethinking Inclusive communities’ (2003); S.Parker and J.Heapy (2006) The Journey to the Interface: How public service design can connect users to reform

Web Sites: Generalwww.ukonline.gov.uk www.communities.gov.uk (Department for Communities and Local Government)www.opm.co.uk (Office of Public Management)www. Prime Minister’s Office (Strategy Unit, Office of Public Services Reform, Delivery Unit)www.can-online.org.uk (Community Action Network)www.cdf.org.uk (Community Development Foundation)www.catalystforum.org.uk (Catalyst- a public policy discussion forum)http://www.communities.gov.uk/corporate/ (Department for Communities and Local Government)www.demos.co.uk (Demos- public policy think-tank)www.neweconomics.org.uk (New Economics Foundation)www.partnershipsuk.org.uk (advice on Public Private Partnerships)www.hm-treasury.gov.ukwww.policyhub.gov.uk (For government documents/ general research)www.theworkfoundation.com www.smf.co.uk (the Social Market Foundation)www.berr.gov.uk/bbf/enterprise (Dept. for Business Enterprise and Regulatory Reform)www.navca.org.uk (National Association for Voluntary and Community Action)www.cabinetoffice.gov.uk/third_sector (Office of the Third Sector)www.jrf.org.uk (Joseph Rowntree Foundation)www.audit-commission.gov.ukwww.instituteforgovernment.org.uk- (Institute for Government)www.2020publicservicestrust.org (2020 Public Services Trust)

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MANAGING IN A MIXED ECONOMY

NOTES AND GUIDANCE FOR PART TWO OF THE ASSESSMENT

For the second part of the assessment for this module, you are required to produce an individual, written piece of work, of a maximum 3,000 words, based on a public service organisation or partnership organization/project, chosen by the student, which contains a critical evaluation of the management issues raised- better to say ‘based on topics and material we have covered in the module’ . This can either be in report or essay format, and makes up 65% of the marks for the module. A set of marking criteria are set out in the module handbook

Choosing a topic/ partnership

During the module you will need to be thinking of an area or areas which you might want to consider in your case study. For example, you might choose a school or a hospital, or a government department. If you choose to look at a partnership PFI scheme, a public private partnership, or perhaps a partnership aimed at regeneration. You will need to check that it is appropriate with your tutor If you DO choose to look at a partnership, it should involve

public and private organisations (for example, a PFI scheme involving the NHS and the private sector), public and voluntary organisations or community groups (for example a local council using a voluntary body to deliver services for a group of people), or combinations of all three (for example- regeneration initiatives, and Local Strategic Partnerships)

The case study will require you to do independent research and find your own sources, which can be complimented by the generic sources given in the handbook.

Firstly, you will need to do some research in order to make your choice. Perhaps it may be in your local area? Or, perhaps you know of company which engages in a lot of public/ private work which will give good examples of this kind of working?

The written assignment

When you have chosen and checked with your tutor, do some initial research. In your assignment, set out the context and the background of your chosen topic….what it is, how is it organised, when did it come into being, etc.

Aim to spend no more than 750 words on this (this is an indication only- each case may well differ). The core of your assignment should then be a critical analysis rather than descriptive. You should here be seeking to apply knowledge gained from the module and elsewhere in your studies to analyse issues relating to the organisation. Here you will use the theory and models discussed to critically analyse.

To do this, you should look to apply the relevant IT DOES NOT SAY TWO (depending on the level of detail you may do more) issues we have covered in the SEMINARS. For

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example- you may choose to look at Strategy and performance measurement. How does, or should the organisation address these issues- what issues are raised- eg- are they measuring the right thing, what issues do they consider in Strategic planning etc- are they approaching it differently because of their ‘public’ nature? Alternatively- you may choose to look at some of the broader things- does it throw light on the question of whether public and private sectors are becoming more similar, or the issue of using markets in the public services?

You will need to be sure that they you can access sufficient information about the ORGANISATION OR PARTNERSHIP OF your choice. With a word target of 3,000, this breaks down approximately as follows:

Introduction @500

Seminar topic 1 @1,150

Seminar topic 2 @1,150

Conclusions @ 200

Total 3,000 max

Information sources

You may be able to get information directly, and in other cases it may be less clear- for example- you may not be able to find out how an organisation produced its strategy. However, here you can reflect on how it should, and what issues are likely to arise. You need to be pro-active in seeking out and retrieving information. Whatever your chosen subject, you will have essentially three broad sources of information: firstly, the organisation or partnership website(s); secondly, the organisations and their staff; and, thirdly, the media - probably local rather than national (unless the organisation covers the country, or deals with projects of national importance). This third category includes newspapers, radio stations, and TV companies.

Writing the assignment

Critical analysis

While the introduction will inevitably be at least partially descriptive, the application of the seminar topics needs to be analytical and, if possible, critical. While the meaning of ‘analytical’ is straightforward, what exactly do we mean by ‘critical’? This adjective refers to two verbs, to ‘criticise’ and to ‘critique’. While the former has only negative connotations, the latter has positive connotations as well, and it is this one that is relevant to academic

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writing. To critique, or provide ‘a critique’ of something, means to provide an evaluation or appraisal of its strengths and weaknesses. For example, when film critics ‘critique’ a film, they set out what they feel to be the strong and the weak aspects.

At the most basic level, be wary about the claims made by the partnership organisations. Remember that the publicity/web-site information tends to be written by marketing and public relations people, which means that it is all too frequently difficult to distinguish between reality (the facts) and fantasy (aspirations). When, for example, a partnership claims that its efforts created X thousand jobs over the past decade, was it really the partnership, or was it the business cycle upswing, and have they taken into account the jobs lost since the recession? The point is that for any recorded improvement (or deterioration) in almost any data series, it is generally impossible to separate out the impacts of the various contributory causes where some of those causes are qualitative rather than quantitative.

In addition, when considering, for example, a strategic plan or a system for monitoring and managing performance, use your knowledge to ask basic questions about the theory and methods that have been applied. These questions need not be highly sophisticated or deeply theoretical – things often go wrong because basic issues have not been properly addressed. Be guided by your intuition and your instincts as well as by your knowledge of the subject. Students who can demonstrate the ability to carry out critical analysis successfully usually win the highest marks.

Limited information? How to fill the gaps

You can use a combination of subject knowledge and intuition to fill in the gaps. In the case of strategy. For example, what are the strategic issues facing a School? The answer could be drawn from a strategic analysis involving two of the most vital steps in undertaking a strategic plan, namely a PEST analysis, followed by a SWOT analysis to reveal the adequacy or otherwise of the school’s competencies for dealing with perceived opportunities and threats. Therefore, it is not necessary for you to get answers to all your questions, provided you are willing to think creatively.

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Documents

€¦ · Web viewAlongside ‘traditional’ public and private sectors there is a spectrum of organisations and activities; for example, an increasingly important area of global