Archives for October 12th, 2000

NEW GATEWAY TO CENTRAL GOVERNMENT INFORMATION

Headlines, PublicNet: 12 October, 2000

Seven central departments have collaborated in providing an information gateway for local councils. The website www.info4local.gov.uk , brings together relevant material from the departments and agencies. It will help local councillors and staff members to keep on top of new policy developments with ‘what’s new’ summaries of the latest publications and guidance from departments. There is a direct link from the summary information to the departments’ own web sites. An e-mail alert system is being piloted, which lets people know at their desktops when new information comes on to the site.The website is based on research done with councils last year. There will be regular research to ensure that the site continues to deliver the information councils want and that all future developments reflect their priorities. Six volunteer councils are also helping to develop and guide the project.

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BLUEPRINT TO JOIN UP PUBLIC SERVICES

Headlines, PublicNet: 12 October, 2000

A vision of public services taking an holistic approach to problem solving has been set out in a consultation paper published by the Department for Environment Transport and Regions. The paper, prepared by a team form ten central departments, the Number 10 Policy Unit and the Local Government Association, sets out a path that should lead to compatible objectives, agreed priorities for the allocation of resources and a pooling of valuable and diverse expertise.The big idea underlying the proposal is the setting up of Local Strategic Partnerships to bring coherence to the patchwork quilt of ‘stand alone’ initiatives which continue to emerge from central departments. The Partnerships would bring developments such as health, education and employment actions zones under a single local umbrella so that they could be linked together and integrated better with mainstream services. They would also provide an umbrella for the many joint working arrangements currently in place such as the Crime Reduction Partnerships.

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A SYSTEMATIC VIEW OF ORGANISATIONAL CHANGE

Abstracts, PublicNet: 12 October, 2000

Cao G, Clarke S, Lehaney BThe TQM Magazine, (UK), 2000 Vol 12 No 3

Start page: 186. No of pages: 8

Notes the attention TQM received in the 1990s as a means to aid competitiveness through bringing about change despite a high implementation failure rate. Declares TQM focuses primarily on process, but change has to be seen in a wider context – a systemic view covering all change aspects. Draws from the literature to expand on what constitutes organizational change, distilling out four inter-related types – process-related, structure-related (functions etc.), values-related (human behaviour), and power-related (organizational politics). Examines TQM philosophies against this taxonomy. Finds considerable process-related commentary but little regarding the tackling of the other areas. Concludes, therefore, that TQM is primarily process-focused, which might explain its failures as wider organizational implications often result from TQM implementation. Declares that for TQM to be successful, either (i) it needs to be restricted to areas where process dominates, or (ii) a systemic approach has to be taken. Recommends the latter as best, supported by multiple methods and outcomes from related TQM research/empirical studies.

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