This book seeks to question many popular assumptions concerning the nature and role of public sector management. These assumptions reflect the wider political climate since Margaret Thatcher came to office and consequently this book is concerned particularly with this period. For example, it is often stated that public service managers should imitate their private sector counterparts. However, this statement simply assumes that private sector management practices offer a model of efficiency and that this model may usefully be applied to the public sector. The contributors of this volume agree that such easy prescriptions are overly simplistic. They outline the different parameters within which both public and private sector managers operate, and argue that the public service manager is often evaluated on inappropriate criteria. The book ends with four case studies written by practicing managers working within the NHS, the social services, the police and local government.