Managing Change by
The ability to manage change successfully is an essential part of business. It is a skill that is much valued by employers, and it is therefore one of the most commonly delivered courses. This book helps you to understand three key activities for managing change: diagnosing, explaining and enacting. Both practical and action-oriented, it gives students and managers the tools they need to deal with the messy reality of change. It combines theory and diagnostic tools with practical examples that focus on actions and outcomes. It also includes short vignettes and longer cases, from a range of international contexts, for classroom study or for use on distance learning courses. Managing Change is written for advanced undergraduates and graduate students taking modules on change management, strategy and organizations. Its class-tested approach has been successfully delivered in a wide variety of settings, including over fifty executive short courses with FTSE-listed businesses.
Your Foundation in Health and Social Care by
Your Foundation in Health & Social Care provides readers with all the knowledge and skills necessary for effective learning at Foundation level, both in study and the workplace. It explores all the key areas of the Foundation Degree, including: - critical analysis and practice - communication - work placement skills - psychology Each chapter features case studies to translate theory into real-life practice, activities to challenge readers, and further reading so that students can develop their understanding. This is an essential companion for those studying foundation degrees across health and social care, and also valuable reading for students at higher education level.
Skills for Success by
Whatever stage your students are at, it's never too soon for them to be thinking about their future. Competition for jobs is fierce, and having a degree is no longer enough. This indispensable guide helps students to create their own personal development programme and develop the skills and capabilities required by today's employers. Step by step, it takes students from the initial stages of setting goals and defining success through to the application process for their dream job. Internationally acclaimed study skills author Stella Cottrell provides students with the ingredients they need to create their own recipe for success. This versatile resource is ideal for students on personal development modules from foundation through to postgraduate level. It can also be used independently by students from all disciplines.
Theories of Performance by
How well do governments do in converting the resources they take from us, like taxes, into services that improve the well-being of individuals, groups, and society as a whole? In other words: how well do they perform?This question has become increasingly prominent in public debates over the past couple of decades, especially in the developed world but also in developing countries. As the state has grown during the second half of the 20th century, so pressures to justify its role in producing public services havealso increased. Governments across the world have implemented all sorts of policies aimed at improving performance.But how much do we know about what actually improves performance of public organisations and services? On what theories, explicit or more often implicit, are these policies based? The answer is: too much and too little. There are dozens of theories, models, assumptions, and prescriptions about 'whatworks' in improving performance. But there's been very little attempt to 'join up' theories about performance and make some sense of the evidence we have within a coherent theoretical framework.This ground-breaking book sets out to begin to fill this gap by creatively synthesising the various fragments and insights about performance into a framework for systematically exploring and understanding how public sector performance is shaped. It focuses on three key aspects: the external'performance regime' that drives performance of public agencies; the multiple dimensions that drive performance from within; and the competing public values that frame both of these and shape what public expects from public services.