Archives for July 24th, 1998

PERFORMANCE IMPROVEMENT: THE RISE AND FALL OF RE-ENGINEERING

Abstracts, PublicNet: 24 July, 1998

Harrington H J
The TQM Magazine, (UK), 1998 Vol 10 No 2
Start page: 69 No of pages: 3

Looks at the life cycle effect of organizational improvement methodologies, and suggests that one particular methodology, process re-engineering has moved rapidly from being the ‘in’ thing to do, to beyond the stage where it is no longer in favour because of a failure to produce desired results. Identifies and discusses five factors which have contributed to the rapid rise and failure of process re-engineering: misuse of methodology and misleading reported results; poor definition of its negative impact on the organization; a failure to understand the creative part of process re-engineering; too long a cycle time from start of projects to reaping results; and it produced too good a result. Concludes that despite these problems, process re-engineering is still an important approach.

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COMMITMENT TO CUT PUBLIC SECTOR SICKNESS ABSENCE: MINISTER

Headlines, PublicNet: 24 July, 1998

The Public Services Minister today called for a 30% cut in sickness absence in the public sector following the publication of a new report.

The report, Working Well Together, makes 27 recommendations intended to ensure that current average sickness absence rates are cut by 30% by 2003. These include:

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PUBLIC KEEN TO MAKE MORE USE OF THE PHONE

Headlines, PublicNet: 24 July, 1998

Public service managers about to invest in new telecoms services for customers could pick up some useful hints on consumer attitudes in newresearch from OFTEL.

The survey of over 1000 business and residential customers and 26 telecoms companies set out to find how many customers knew about or used new services like call waiting, the Internet and voice mail.

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MANAGING THE NEW PUBLIC SERVICES

Book News, PublicNet: 24 July, 1998

2nd edition. Edited by: David Farnham, Professor of Employment Relations, University of Portsmouth, and Sylvia Horton, School of Social and Historical Studies, University of Portsmouth

Managing the New Public Services evaluates managerial changes in British public services since 1979 focusing on the ‘New Public Management’ and its rationale and practices. The authors analyse the political origins of public service change and its impact on the key managerial functions, on service-users and on staff. The second edition has been thoroughly revised and updated throughout. Several chapters have been completely rewritten and new chapters have been added on Marketing and Information and Communications.

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