This book addresses the convergence of public administration and business management concepts in public management processes. As well as policy and reform issues, readings deal with how business concepts and techniques may be practically applied to public sector activities. There are chapters on quality; marketing; model building; competitive tendering; cost benefit analysis; social accounting; pay and motivation; and stress management. It includes a case study of the recent 'crisis' in the NHS that challenges conventional accounts and the wisdom of current reforms.
