| Description |
1 online resource : illustrations |
| Contents |
Cover; Title; Copyright; Contents; List of figures; List of tables; List of contributors; Acknowledgements; Preface; 1 Introduction: the role and substance of public service operations management; PART I Strategy and service design; 2 Going the distance: sport operations management in the public and third sectors; 3 Nonprofit-business collaboration: operationalising a strategy for nonprofit organisations; 4 Accidental lean: performance improvement in an NHS hospital and reflections on the role of operations strategy |
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5 Humanitarian aid logistics: a new area for the public service research agenda?6 Service systems design and implementation; PART II Responsiveness and resourcing; 7 The challenges of public sector demand and capacity management: an exploratory case study of police services; 8 Drivers of change in the UK fire service: an operations management perspective; 9 Managing capacity and demand in a responsive repairs service: lessons from social housing; 10 Enterprising citizens and the Big Society: the impact of the entrepreneurial university on public services |
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PART III Performance management and measurement; 11 The challenges of performance measurement in third sector organisations: the case of UK advocacy services; 12 Extending operations management framework to public system: public grievance redressal system in urban local bodies in Karnataka, India; 13 Are we closing the loop? Examining the design of voluntary sector performance measurement systems; 14 Improving quality and performance with the Public Sector Scorecard; PART IV Improvement; 15 Deconstructing lean policing in England and Wales: a knowledge creation perspective |
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16 Operationalising lean in services: rediscovering service blueprinting; 17 Delivery not departments: a case study of a whole organisation approach to lean implementation across an English hospital; 18 A lean healthcare journey: the Scottish experience; 19 The English patient experience: does healthcare service quality matter?; PART V Supply chain management; 20 Mapping institutional pressures for e-SCM adoption: the case of health care supply chains; 21 Understanding the nature of demand variation of patient arrival for emergency healthcare services: the first challenge |
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22 Applying supply chain logic to criminal law enforcement: the case of The Netherlands; 23 Final reflections: the future research agenda on public service operations management; Index |
| Summary |
How do policy makers and managers square the circle of increasing demand and expectations for the delivery and quality of services against a backdrop of reduced public funding from government and philanthropists? Leaders, executives and managers are increasingly focusing on service operations improvement. In terms of research, public services are immature within the discipline of operations management, and existing knowledge is limited to government departments and large bureaucratic institutions. Drawing on a range of theory and frameworks, this book develops the research agenda, and knowledge |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Online resource; title from digital title page (viewed on March 29, 2017) |
| Subject |
Public administration.
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Operations research.
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Operations Research
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Public Sector -- organization & administration
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POLITICAL SCIENCE -- Government -- Executive Branch.
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POLITICAL SCIENCE -- Public Affairs & Administration.
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Operations research
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Public administration
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| Genre/Form |
Electronic books
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Handbooks and manuals
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| Form |
Electronic book
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| Author |
Radnor, Z. J. (Zoe J.), editor.
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Bateman, Nicola, editor
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Esain, Ann, editor
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Kumar, Maneesh, editor
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Williams, Sharon J. (Sharon Jane), 1939- editor.
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Upton, David M., 1959- editor.
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| ISBN |
9781317602958 |
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1317602951 |
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9781315747972 |
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1315747979 |
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9781317602934 |
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1317602935 |
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9781317602941 |
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1317602943 |
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