ABSTRACT
In our First Thoughts we looked at general approaches to management in the context of public services. In the main body of the book we divided the underpinning knowledge that managers are expected to have, into that which underpins managing resistance and change; managing operations and activities; managing groups and individuals; managing resources and finance, managing communication and information, and managing learning and personal development. We divided the material up in this way, because knowledge, which underpins competence in these six roles, is assessed for vocational management qualifications. We realize, however, that when we are thinking about what to do, we do not consult a list of competencies. What we do reflects, in part, who we are and, as Aristotle said, ‘we are what we repeatedly do. Excellence is not a single act, it is a habit.’ Our values and beliefs tell us what we should do; our knowledge and understanding limit what we can do. The Venn diagram in Figure 15.1. illustrates the interplay between desires, needs, capabilities, beliefs and values in determining what managers actually do.
