Titlebook: Decentralising Public Service Management; Christopher Pollitt,Johnston Birchall,Keith Putman Textbook 1998Latest edition Macmillan Publish

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Die Disruption der Sehgewohnheitenes, Northern Ireland and Scotland, 1989). Seven ‘key changes’ lay at the core of the government’s proposals, the second of which was: ‘To stimulate a better service to the patient, hospitals will be able to apply for a new self-governing status as NHS hospital trusts’ (ibid., p. 4). In the same Whit

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https://doi.org/10.1007/978-3-658-22846-0onservative governments of the 1980s and 1990s afforded local service-providing organisations a genuine choice between opting for independent self-managed status or remaining within a locally coordinated yet managerially ‘liberated’ system. As we have seen, by the end of 1992 NHS acute hospitals wer

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https://doi.org/10.1007/978-3-658-22846-0nts that chose to transfer their housing stock to a housing association devised the transfer process themselves. They were, of course, responding to government policy, but they chose their own route out of the public sector to become autonomous service delivery agencies. This was not at all what the

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https://doi.org/10.1007/978-3-658-22846-0In this final chapter we return to the big questions we started with, and add a couple more. Thus we ask:

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Theories and Concepts,ss of case study material — much of it our own, but some of it drawn from the work of others. Such analysis cannot proceed without, first, a set of organising concepts and, second, some guiding theory or theories. Occasionally commentators will claim that they are eschewing theory and offering ‘prag

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