Please enable JavaScript.

Coggle requires JavaScript to display documents.

Ch 13: Managing leviathan, the public sector ((A soldier prayer (MT in…

- - - - Bob Stone at Department of Defense was furious bc of the lousy services provided for his troops.
      - He looked at: In search of excellence by Tom Peters and changed the organization
      - March 1993, Bill Clinton established the National Performance Review under Al Gore's leadership
      - MT has found a lucrative client in the public sector
    - - Many consultants accept the government have offered to implement products and theories that have already been dished out in the private sector
        
        Public sector show a blind affection for management theory
        
        Roots: crisis in faith in the public sector, obsession with doing more with less
      - Any New Ideas?
        
        Michael Porter: first interested in the public sector in 1980s
        
        The competeitive advantage of Nations (1989)
        
        Globalization
        
        Why business people should worry about the state's role
        
        New room for MTs specialized in the public sector
        
        Osborne and Gaelsberg: it's more about recycling old ideas than creating new ones.
        
        The View from the trenches
        
        Public sector just borrow ideas from the private
        
        "one group applying what they think another group said" (287)
        
        But, just bc an idea is old, does not mean it's bad
        
        Telling people how well or bad their doing have a dramatic effect
        
        For most civil servings, MT was synonymous of: delayering.
        
        The backslash begins
        
        Mintzberg and Drucker questioned why the government had to think of people as customers to do thing that should come naturally.
        
        They criticized that public sector used just two strategies, Both failed in private sector:
        
        Patching up services
        
        Downsizing
        
        What was needed: Rethink the public sector
        
        The point according to Drucker: make the public sector more effective.
        
        Bad of MT in public sector:
        
        Its expense.
        
        Employees and politicians, more enthusiastic than sophisticated
        
        3 popular fads in public sector are incompatible: downsizing, TQM and reengineering
        
        Mintzberg: there are fundamental diferences btw public and private sector and MT from one is not applicable to he other
        
        "government and management are not interchangeable concepts" (293)
        
        "Public sector is like running a firm that has several contradictory accounts and lives on the edge of a hostile takeover" (293)
        
        A disappointment, not a mistake
        
        State is blunt: it gets hold to an idea and apply it without any sense of context
        
        Politicians crave for magical solutions
        
        Is there a Doctor in the house?
        
        2 more items...
        
        But, was it worth the candle?
        
        1 more item...