Managing Change and Innovation in Public Service Organizations is the first textbook in the Routledge Masters in Public Management series. This text aims to provide its readers with the skills necessary to understand, manage and sustain change and innovation in public service organizations. Managing Change and Innovation in Public Service Organizations provides future and current public managers with the understanding and skills required to manage change and innovation.This groundbreaking text is essential reading for all those studying Public Management, Public Administration and Public Policy.
Osborne, Professor of Public Management, Aston Business School, Aston University, UK (editor-in-chief). Owen Hughes, Professor of Public Management, Monash University, Australia. Walter Kickert, Professor of Public Management, Erasmus University, Rotterdam, The Netherlands. In loving memory of my father, Frank, for all his inspiration and guidance. 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN Simultaneously published in the USA and Canada by Routledge. No part of this book may be reprinted or reproduced or utilized in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. British Library Cataloguing in Publication Data. A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data. Managing change and innovation in public service organizations/Stephen P. Osborne and Kerry Brown.–1st ed. Routledge masters in public management series; 1) Includes bibliographical references and index. This edition published in the Taylor & Francis e-Library, 2005. To purchase your own copy of this or any of Taylor & Francis or Routledge’s collection of thousands of eBooks please go to www.eBookstore.tandf.co.uk.”. List of figures, tables and boxes ix. 1 Change and innovation in public service organizations: planned. 2 The volatile environment of public service organizations 11. 3 Assessing the need for change and innovation 24. Part II MANAGING CHANGE IN PUBLIC SERVICE ORGANIZATIONS. 4 The processes of change in public services and public service. 5 Organizational culture and managing change in public service. 6 Implementing change in public service organizations 89. Part III MANAGING INNOVATION IN PUBLIC SERVICE ORGANIZATIONS. 7 Understanding and managing innovation in public services 115 8 Developing and supporting innovators in public service. 9 Managing the process of innovation in public services 184 Part IV CONCLUSIONS. 10 Sustaining change and innovation in public services and public. 11 Key lessons and issues for the future 228. Appendix A Managing change in public service organizations:. Appendix B Managing innovation in public service organizations:. a case study of Regional Action West Midlands 253. 4.2 Factors affecting patterns of public service reform 60. 7.2 A classification of innovation in public services 151. 9.1 The rational model of innovation 199. 9.3 Ishikawa diagram used for planning purposes 202. 9.4 Bar chart to demonstrate action plan 203. 6.1 Respondents’ perceptions of benefits and problems resulting. from employee participation in planned change 98. 6.2 Differences between monologic and dialogic communication 99. 9.1 Obstacles to innovation in public services 193. 1.1 Change and innovation in public services 6. 3.1 The four stage model of planned change 26. 7.1 The distinctive elements of innovation 122. 7.2 The five attributes of successful innovations 127. 7.3 The Miles and Snow strategic gestalts 139. b) Guidelines for the management of innovation in PSOs 145 8.1 The personality characteristics of the public entrepreneur 173 8.2 Key heuristics of innovative behaviour in PSOs 173.
KEY TERMS
CHANGE AND INNOVATION IN PUBLIC SERVICES AND IN PUBLIC SERVICE ORGANIZATIONS
INTRODUCTION
Far from this role being the assumed priority of the state, it became increasingly a task under- taken by a range of organizations in what has become known as the plural state (Osborne and McLaughlin 2002).This comprises a range of PSOs from the govern- ment, non-profit and business sectors that need to collaborate in the provision of public services. The evolution of this plural state has also seen a shift, first from the administration of public services to their management – and then from their management to their governance, where the governance of plural relationships has become the central task for the provision of effective public services (Kickert et al. 1997). All these developments have put a premium upon the skills of managing change and innovation in public services.
Change and innovation in public services
The evolution of this plural state has also seen a shift, first from the administration of public services to their management – and then from their management to their governance, where the governance of plural relationships has become the central task for the provision of effective public services (Kickert et al. 1997). All these developments have put a premium upon the skills of managing change and innovation in public services. such as HIV/AIDS in the 1980s and 1990s) or the development of new skills or a new technology to meet an established need (many information technology changes in both the administration and provision of public services come under this heading). These include the predicative skills discussed in Chapter 3, the skills of managing individual staff members through the change process discussed in Chapter 5, and the issues of sustainability discussed in Chapter 11. However, there are also distinctive skills and issues – such as managing cultural change and encour- aging and supporting innovation in PSOs.To make an obvious point, it is one thing to encourage staff to develop their work-based skills.
It is a task of a highly different order, however, to persuade staff that innovation has rendered their existing skills base redundant and that they need to retrain. This volume explores both the common skills of managing change and innovation and the distinctive ones for each task. Before doing this, however, it is important to establish one other key concept for managing change and innovation – that is the difference between planned and emergent change and innovation.
Planned and emergent change and innovation
First it may be required by a sudden unforeseen crisis.This might be environmental (such as an earthquake or forest fire), health related (such as the SARS outbreak of 2003 in Hong Kong) or a man-made crisis (such as major fire in an underground rail- way, as occurred in London in the 1990s). Now public services have always had to expect such sudden crisis and much energy is expended on trying to reduce the likelihood of such a crisis, to predict the likely timing or locality of it, and/or to develop skills to deal with it (hence the development of such professions as risk and crisis management). However, the very nature of emergent change means that it can never be entirely planned for.
The Great Hanshin-Awaji earthquake in Japan in 1996 is a good example of an emergent phenomenon and its impact on public services. The success of these civil organizations provided a trigger for the development of a profound innovation in Japan – the development of a locally based non-profit sector which has come to be seen as a major provider of public services (Imada 2003). The second source of emergent change, although less profound than such crises, is probably more common for public services managers.
Most public service managers have little or no control over the policy process at a national or local level.Thus changes engen- dered at this political level can impose the need for innovation and/or change in public services – and sometimes over very short time-scales. This theme of planned and emergent change and innovation is a recurrent one throughout this volume. It is also returned to in more detail in Chapter 10, when the sustainability of change and innovation in PSOs is considered.
THE APPROACH ADOPTED IN THIS BOOK
Structure of the book
DISCUSSION QUESTIONS
FURTHER READING
On the changing environment of public services and PSOs
On the nature of change and innovation
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