000			03229nam a2200277uu 4500
001			1099
003			OSt
005			20230727154600.0
008			001016s1994 xx ||||g| |0|| 0 eng d
090			_a1.11 _bN9762p
100	1		_97830 _a Nutley, Sandra
245	1	0	_aThe public sector management handbook
260			_aLondon : _bLongman, _c1994
300			_a198 p.
505	8	0	_tIntroduction _tWhat is the public sector? _tManaging in the public sector _tThe structure of this book _tPart 1: the context of public sector management _tChapter 1: understanding public sector organizations _tThe changing nature of public sector organizations _tUnderstanding organizational structure _tOrganizations as systems _tUnderstanding organizational culture _tWhy is there a public sector? _tThe public-private debate _tThe wider context of public organizations _tThe value base of the public sector _tPart 2: planning to get it right _tChapter 3: identifying power and influence _tOrganizations as coalitions of interest groups _tSources of power _tThe role of politics in the influencing process _tManaging conflict _tUsing power and influence _tChapter 4: working for equality of opportunity and access _tDefining equal opportunities _tWhy is there a need to consider equal opportunities? _tEquality of opportunity in employment _tEquality of opportunity and a access for service users _tImproving equality of opportunity _tChapter 5: marketing public services _tWhat is marketing? _tCharacteristics of markets _tThe components of marketing _tMarketing overview _tBeyond marketing: business planning _tChapter 6: developing new services _tUnderstanding innovation _tManaging the development of new services _tPart 3: delivering services _tChapter 7: purchase of service contracting _tWhat is a contract? _tImportant concepts in contracting _tPricing a contract _tContractual relationships _tTypes of contract _tThe contracting process _tChapter 8: performance management _tBackground to performance management _tThe building blocks of performance management _tPerformance management _tPutting together a performance management system _tPerformance indicators and value for money _tAt which organizational level should performance be assessed, by whom, and how often? _tThe differing levels of performance management _tChapter 9: ensuring quality of service _tWhat is quality? _tWhy is quality important? _tWhy evaluate quality? _tHow to measure quality _tDesigning a quality evaluation system _tDesigning your own quality management system _tChapter 10: managing finance _tManaging budgets _tEstimating costs and planning budgets _tCosting units of service _tWhat is information? _tWhat are your information needs? _tUsing information technology _tStages in introducing information IT _tChapter 12: managing during times of change _tUnderstanding the change process _tPlanning and managing change _tUnderstanding the effect of change on people _tHelping people cope with change
650		4	_aGerente _912061
650		4	_912235 _a Setor Público
650		4	_aGestão de Conflito _913430
650		4	_aMarketing _912212
650		4	_912884 _aInovação
700	1		_97996 _a Osborne, Stephen P.
942			_cC
998			_a20001016 _bElda _cElda
998			_a20070720 _b1438^b _cPaloma
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c1288 _d1288
041			_aeng