LEADER 05768nam 2200697 a 450 001 9910830765303321 005 20230721005447.0 010 $a1-119-20874-2 010 $a1-282-34826-4 010 $a9786612348266 010 $a0-470-51848-0 035 $a(CKB)1000000000725006 035 $a(EBL)470237 035 $a(OCoLC)609848951 035 $a(SSID)ssj0000310454 035 $a(PQKBManifestationID)12061146 035 $a(PQKBTitleCode)TC0000310454 035 $a(PQKBWorkID)10288985 035 $a(PQKB)10650402 035 $a(MiAaPQ)EBC470237 035 $a(EXLCZ)991000000000725006 100 $a20070515d2007 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aStrategic change management in the public sector$b[electronic resource] $ean EFMD European case book /$fedited by Francesco Longo and Daniela Cristofoli 210 $aChichester, West Sussex, England ;$aHoboken, N.J. $cJohn Wiley & Sons$dc2007 215 $a1 online resource (351 p.) 300 $aDescription based upon print version of record. 311 $a0-470-51684-4 320 $aIncludes bibliographical references and index. 327 $aStrategic Change Management in the Public Sector; CONTENTS; PREFACE; ABOUT THE CONTRIBUTORS; CHAPTER 1: MANAGING PUBLIC REFORMS EFFECTIVELY: A STRATEGIC CHANGE MANAGEMENT APPROACH; INTRODUCTION; A CLASSIFICATION OF PUBLIC REFORMS AND CHANGE MANAGEMENT; FEATURES OF PUBLIC REFORMS AND CHANGE PROCESSES; THE ROLE OF THE ORGANIZATIONAL STRUCTURE AND THE MANAGERIAL TOOLS IN REFORMS AND CHANGE PROCESS; A COMPREHENSIVE STRATEGIC APPROACH TO DESIGNING AND IMPLEMENTING REFORMS AND MANAGING CHANGE; HOW TO DESIGN AND MANAGE A PROCESS OF CHANGE; REFERENCES; CHAPTER 2: A GUIDE THROUGH THE CASE BOOK 327 $aCHAPTER 3: THE BRUSSELS PORT AUTHORITY'S CONTAINER TERMINAL: THE UPS AND DOWNS OF PUBLIC-PRIVATE PARTNERSHIPSINTRODUCTION; CHALLENGES AND STRATEGIC ISSUES; THE CONTAINER TERMINAL PROJECT; OPERATING THE CONTAINER TERMINAL: FROM START-UP TO FAILURE . . . AND RESTART; APPENDIX; CHAPTER 4: MANAGERIAL CHANGES AT ESTONIAN HOSPITALS; INTRODUCTION; THE NORTH ESTONIA REGIONAL HOSPITAL; THE NERH FORMAL REFORM PROCESSES; THE CHANGE MANAGEMENT PROCESSES IN TERMS OF STRATEGIC OBJECTIVES, ACTIONS AND RESULTS; GAP BETWEEN THE PLANNED AND IMPLEMENTED STRATEGIC CHANGE 327 $aHOW TO MAKE THE STRATEGIC CHANGE SUCCESSFULREFERENCE; CHAPTER 5: LOLF AND CHANGES IN THE FRENCH PUBLIC SECTOR. THE CASE OF PAUL CE?ZANNE UNIVERSITY - AIX-MARSEILLE III; INTRODUCTION; UPCAM's ORGANIZATION AT THE OUTSET OF LOLF REFORMS; A HISTORICAL ACCOUNT OF UPCAM's EXTERNAL GOVERNANCE RELATIONS; LOLF DESCRIPTION; ANTICIPATED EFFECTS OF LOLF REGULATIONS OVER THE PUBLIC SECTOR LINKS; EXPECTED CHANGES IN UPCAM's MANAGEMENT; THE CHANGE PROCESS; OUTCOMES, EXPECTATIONS AND CONCLUSIONS; CASE REQUIREMENTS; REFERENCE; APPENDIX 1: ORGANIZATIONAL CHART OF PAUL CE?ZANNE UNIVERSITY 327 $aAPPENDIX 2: OUTCOMES OF THE 2004 LOLF REFORMS - 38 INTERVIEWS WITH EARLY EXPERIMENTERS FROM ALL PUBLIC SECTORSAPPENDIX 3: GENERAL ARCHITECTURE OF THE LOLF BUDGET (EXCERPT); APPENDIX 4: AN ANALYSIS OF THE 2005 LOLF BUDGET; CHAPTER 6: POLITICAL AND MANAGERIAL CHANGE IN THE CITY OF COESFELD; INTRODUCTION; THE CITY OF COESFELD; THE REFORM GOALS AND PROCESSES; THE REFORM ACTIVITIES; THE RESULTS OF THE REFORM PROGRAMMES; WINNING AWARDS; HOW TO MANAGE THE FUTURE?; CHAPTER 7: IMPLEMENTING EQUAL IN MEGARA MUNICIPALITY; INTRODUCTION; GREECE AND THE EUROPEAN DIMENSION; MEGARA MUNICIPALITY 327 $aTHE EU INITIATIVE EQUALLESSONS LEARNED FROM PRIOR EU PROGRAMMES AND TRANSFER INTO EQUAL; MEGARA'S INVOLVEMENT IN THE EQUAL PROGRAMME; OUTPUTS OF THE EQUAL PROGRAMME; INTERPRETATION OF EQUAL OUTPUTS; LESSONS LEARNED FROM EQUAL; REFERENCES; CHAPTER 8: CHANGE MANAGEMENT PROCESS IN THE CITY OF AMERSFOORT; INTRODUCTION; LOCAL GOVERNMENT IN THE NETHERLANDS; THE CITY OF AMERSFOORT; HOW TO SUCCESSFULLY RESTRUCTURE AN INTERNAL DEPARTMENT; THE CHANGE PROCESS AND THE DEPARTMENT REORGANIZATION; APPENDIX: BRIEF OVERVIEW OF RESPONSIBILITIES OF THE MAIN ACTORS, ACTIVE IN DUTCH LOCAL GOVERNMENT 327 $aCHAPTER 9: MILAN MUNICIPALITY AND THE GOVERNANCE OF MUNICIPAL ENTERPRISES 330 $aThe ability to manage change-management processes depends on individual skills and organisational culture. These skills have to be increased and practiced; in this perspective, the reading and analysis of this casebook can generate mental training about innovation. In order to look for common problems and solutions for implementing managerial development, a rich portfolio of European cases, with at least one representative for every European component, is presented. Typically comparative works select different countries according to criteria such as English speaking, countries from the same 606 $aPublic administration$zEurope$vCase studies 606 $aOrganizational change$zEurope$vCase studies 606 $aStrategic planning$zEurope$vCase studies 606 $aPublic institutions$zEurope$xManagement$vCase studies 606 $aAdministrative agencies$zEurope$xManagement$vCase studies 615 0$aPublic administration 615 0$aOrganizational change 615 0$aStrategic planning 615 0$aPublic institutions$xManagement 615 0$aAdministrative agencies$xManagement 676 $a352.3/67 676 $a352.367 701 $aLongo$b Francesco$0117141 701 $aCristofoli$b Daniela$01607748 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910830765303321 996 $aStrategic change management in the public sector$93934152 997 $aUNINA