ISBN: 9781908009319 - managers as designers in the public services: beyond technomagic (13 résultats)

Paperback. Etat : Very Good. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Etat : Very Good. Pages intact with possible writing/highlighting. Binding strong with minor wear. Dust jackets/supplements may not be included. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Etat : Very Good. Former library copy. Pages intact with possible writing/highlighting. Binding strong with minor wear. Dust jackets/supplements may not be included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Paperback. Etat : New. Around the world, public services are under pressure from all directions: required to be cheaper, more efficient, more effective, less wasteful, more 'joined-up', more in touch with people's needs, leaner, less bureaucratic - Whether public services are seen as Beauty (in Scandinavia, say) or The Beast (by the US Tea Party, for example), they face increased demands and reduced resources almost everywhere. Inevitably, one solution that has been turned to has been IT. (This is particularly true of local government, the health and education sectors, and the emergency services, which have invested heavily in IT 'solutions'.) New computer systems - often alongside merged back office functions, economies of scale and outsourcing - are regularly expected to offer a better and faster service at lower cost. IMPOSED IT SOLUTIONS OFTEN MAKE THINGS WORSE David Wastell calls our continuing (and unwarranted) faith in imposed, computer-based solutions 'technomagic'.In Managers as Designers in the Public Services, he draws startling parallels between our expectations of IT solutions in the public sector and the expectations of Melanesian canoe-builders who use bunches of grass to drive heaviness and slowness out of their boats. He then uses detailed examples and case studies from the UK and USA to show just how misplaced has been our reliance on IT-based 'solutions' to public sector problems. But this book is much more than an informed and devastating critique of the UK's Integrated Children's System, US educational reform and the high-profile failure of the London Ambulance Service. APPLYING DESIGN THINKING TO IT IN PUBLIC SERVICES David Wastell goes on to develop and apply the principles of Systems Thinking and Design Thinking to show how we need a 'design revolution' in the public services. Rather than monitoring, measuring and controlling, public sector managers need to see themselves as designers, whose job it is to reshape work systems and the whole workplace. He then uses two further case studies to give concrete examples of Design Thinking in action, with highly positive outcomes from design-based approaches to IT innovation.…

Etat : New. In English.

Paperback. Etat : Brand New. 220 pages. 9.61x6.69x0.55 inches. In Stock.

Taschenbuch. Etat : Neu. Neuware - David Wastell knows the practice of public sector management, IT and information systems inside out. He explains the theory and research that underpin them lucidly. Even better, he can both analyse the dysfunctions of the current approach to public sector management and propose an effective, working alternative. A rare combination!In Managers as Designers, Wastell first presents an incisive critique of the fundamental flaws of 'new public management' and, particularly, of IT-based 'solutions' to public sector problems. Above all, he says, what stands out from a design perspective is the failure of the top-down, dogma-driven approach to reform. Describing our continuing (and unwarranted) faith in imposed, computer-based solutions as 'technomagic', he sets out a clear antidote based on twin principles: We need a fundamental shift in the managerial mindset, away from monitoring and control, towards design of the workplace and of the system of work. (Designing the system should be the primary task for any manager or policy maker.) Public sector management, like any other form of professional activity, needs to be informed by evidence and research, and supported by relevant theory. His critique and proposed remedy is based on detailed case studies covering child protection at a national level in the UK and educational reform in the US, provision of ambulance services in two cities (London and Greater Manchester), and IT services in Salford City Council.The case studies are mainly from the UK, but Wastell's conclusions are applicable anywhere.Drawing on the work of systems thinkers like Peter Senge, Peter Checkland and John Seddon, he shows how the idea that policy is 'delivered' is 'wholly pernicious, pandering to the conceit of an all-powerful centre. Implementation is not a passive conduit; . putting it into operation is a matter of design not of delivery'. Moving from delivery to design requires the opening up of 'creative space' at the local level, the freedom (and responsibility) to experiment and to tailor bespoke solutions that reflect local contingencies, preferences and modes of working. All of which makes this essential reading for public sector managers, policy makers, IT professionals and for researchers and academics equally.…

Etat : New. Big public sector computer projects often fail. This book explains why - and how to make them work. Written by a professor at Nottingham University who designs computer projects (including one called SPRINT that famously worked), it echoes John Seddon s cri.

Paperback. Etat : New. Around the world, public services are under pressure from all directions: required to be cheaper, more efficient, more effective, less wasteful, more 'joined-up', more in touch with people's needs, leaner, less bureaucratic - Whether public services are seen as Beauty (in Scandinavia, say) or The Beast (by the US Tea Party, for example), they face increased demands and reduced resources almost everywhere. Inevitably, one solution that has been turned to has been IT. (This is particularly true of local government, the health and education sectors, and the emergency services, which have invested heavily in IT 'solutions'.) New computer systems - often alongside merged back office functions, economies of scale and outsourcing - are regularly expected to offer a better and faster service at lower cost. IMPOSED IT SOLUTIONS OFTEN MAKE THINGS WORSE David Wastell calls our continuing (and unwarranted) faith in imposed, computer-based solutions 'technomagic'.In Managers as Designers in the Public Services, he draws startling parallels between our expectations of IT solutions in the public sector and the expectations of Melanesian canoe-builders who use bunches of grass to drive heaviness and slowness out of their boats. He then uses detailed examples and case studies from the UK and USA to show just how misplaced has been our reliance on IT-based 'solutions' to public sector problems. But this book is much more than an informed and devastating critique of the UK's Integrated Children's System, US educational reform and the high-profile failure of the London Ambulance Service. APPLYING DESIGN THINKING TO IT IN PUBLIC SERVICES David Wastell goes on to develop and apply the principles of Systems Thinking and Design Thinking to show how we need a 'design revolution' in the public services. Rather than monitoring, measuring and controlling, public sector managers need to see themselves as designers, whose job it is to reshape work systems and the whole workplace. He then uses two further case studies to give concrete examples of Design Thinking in action, with highly positive outcomes from design-based approaches to IT innovation.…

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