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Strategies for Managing and Improving Public Organizations - Coggle…
Strategies for
Managing and Improving
Public Organizations
Strategies for Org.'s Changes
Organizational Change
Natural Changes
Life Cycles
Quinn and Cameron (1983)
The entrepreneurial stages
Collectivity stages
Formalization and control stages
Elaboration and adaption
Decline & Death
Vulnerability and Loss of Legitimacy
Environmental Entropy
Response to decline
Negative
Positive
Successful Innovations
Light (1998)
leadership
external environment
internal structure
internal management systems
Borins (1998)
newly appointed agency heads restructuring organizations
politicians responding to crises
front-line workers responding to internal problems
and taking advantage of opportunities
Attributes of Innovations
Planned Changes
Resistance
to Change
change can be costly, troublesome, unfamiliar,
threatening, and difficult to understand and accomplish
Types
Daft (2013)
Changes in products and services
Technology changes
Administrative changes
Human resource changes
Golembiewski (1986)
Alpha Change
Beta Change
Gamma Change
Organizational
Development (OD)
Strategic interventions
Team-building techniques
T-groups, encounter groups
Sensitivity sessions
OD consultants
improve communication
problem solving
renewal and change
Human relations
Social dimensions
Organizational diagnosis
Successful changes
Patterns
Pressure and Arousal
Intervention and Reorientation
Diagnosis and Recognition
Invention and Commitment
Experimentation and Search
Reinforcement and Acceptance
Poister (1988a)
developing a shared vision and mission
strategic planning
developing the organization ’s leadership and culture
Strategies for Org's Effective Management
Performance of Public Orgs.
Public vs Private
Public
Did not articulate their mission
talked about excellence in the professionalism of the staff and about smoothly run operations and processes
Private
emphasized as a way of building experience, knowledge, and commitment among their employees
focus on profit as an element of their objectives helped in this regard
Hale (1996)
High-performance
public agencies
A nurturing community
Learning
A focused mission
Enabling leadership
Effective Public Management
TQM
Stressing leadership, culture, incentives
and motivation, groups and teams,
Reinventing Government
NPR
Cut Red Tape
Put Customers First
Empower Employees to Get Results
Cut Back to Basics
Entrepreneurial activities
President ’s Management Agenda
Expanded Electronic Government
Improved Financial Performance
Strategic Management of Human Capital
Competitive Sourcing (employing competition to decide whether federal employees or private contractors should provide federal services)
Budget and Performance Integration.
Program Assessment
Rating Tool (PART)
Performance measurement
Human capital management
Results-oriented organizational culture
Strategic human capital planning
Leadership
Acquiring, developing, and retaining talent
Major Initiatives and Priorities
Managing Privatization
how privatization affects the culture of one ’s organization
privatization can lead to governmentalization of the private sector
Balanced Scorecard
Government Performance and Results Act
Government Performance Project