Focusing on the essential skills of management, this work illustrates how effective policy development can balance success and conflict in various situations. It emphasizes the impact of these skills on solution delivery, outcome quality, and stakeholder satisfaction. Relevant to managers across different business contexts, both in Australia and globally, it highlights the common challenges faced and the similar skill sets required to navigate them successfully.
The development and selection of leaders has become a crucial exercise in all fields. Sadly the majority of development strategies for managers and the public domain although well intended lack the requirements to defeat the toughening realities of business and political risks directed at managers and public leaders. This book therefore shows how the best outcomes have been managed as a combination of realism made possible by experience and appropriate motives and is therefore an excellent resource to support those responsible for policy development in any field.
Leadership emerges as a crucial yet overlooked factor in the successful implementation of policies, as explored through the case studies of university amalgamations in Australia during the 1980s and 1990s. The analysis highlights varying degrees of success across institutions like Monash University, the University of New England, and the Australian National University, identifying key factors influencing their outcomes. The book critiques existing implementation theories, particularly the model by Cerych and Sabatier, and proposes modifications to better incorporate leadership, offering valuable insights for policymakers and managers.