Economic prescription versus effective organizational change in public agencies
Dixon J, Kouzmin A, Korac-Kakabadse N
The International Journal of Public Sector Management, (UK), 1998 Vol 11 No 2. Start page: 164. No of pages: 24
Pinto R F
Public Administration and Development, (UK), Oct 1998 Vol 18 No 4
Start page: 387. No of pages: 11.
Argues that the global trend towards market dominance and a reduction in state intervention has led to demands for state reform in developed and developing countries. Assesses the consequent difficulties for public management practitioners in operationalizing the opposing demands for service growth and improvement and fiscal restraint. Highlights the experiences of the UK and certain countries in Central and Eastern Europe to investigate the efficacy of market-based innovations in the public sector. Outlines the basic functions of public services, namely provision, production and delivery and discusses the arguments for state control of provision together with a state exit from production and delivery. Contends that the nature of the good or service being provided determines the appropriateness of market-type innovations. Explores the debate between those who believe the state should be strong and interventionist, albeit restrained, and those who advocate a minimalist state where market-based enterprises dominate. Concludes that improvements in public services arise from a sequential approach to developing effective strategies rather than the ideological orientation, whether strong or minimalist, of the country involved.
Read more on INNOVATIONS IN PROVISION OF PUBLIC GOODS AND SERVICES…
Seifert R, Tegg V
Journal of Management Development, (UK), 1998 Vol 17 No 9
Start page: 686. No of pages: 13
Studies the approach taken to management development in the British and Irish civil services, placing this in the context of the changes being made to the civil service in both countries. Assesses how management development is being used to support the ‘new public management’. Surveys middle managers in both the UK and Irish civil service about their knowledge of organizational policy on management development and their experience of how management development is linked to performance. Presents the findings of the survey, concluding that these indicate that there is a gap between policies and practice in the area of management development; that line managers have engaged in the process of setting objectives for the managers they are responsible for, but have failed to evaluate achievements in relation to these objectives; that the middle managers lack confidence in the strategic initiatives taking place within the civil services and that this may be due to the lack of time they are given to consider their own management development needs; and that middle managers appear to value management development more than their line managers. Outlines areas of further research.
Read more on MANAGEMENT DEVELOPMENT IN THE BRITISH AND IRISH CIVIL SERVICES…
McAdam R, Mitchell N
Total Quality Management, (UK), Jul 98 (9/4&5)
Start page: S160. No of pages: 4
Investigates the development of a business process re-engineering model for the public sector that takes into account public sector issues, and eschews the application of existing private sector models; identifies the key public sector success factors, and uses these as the basis for the evaluation of a number of change models. From this analysis, develops a new model for the public sector, and derives its methodology. Concludes that even when modified by the public sector success factors the proposed model needs to take account of localized success pertaining to the individual organization.
Bond S, Dent P Journal of Property Valuation & Investment, (UK), Vol 16 No 4 98 Start page: 369. No of pages: 17Reviews the literature of public sector asset valuation based on registers, to plan purchase and sale of property; to minimize rates; and to ensure proper costing of in-house bids for contracts. Explains how property assets are represented in local government accounts (either profit based or based on socially responsible property management), focusing on conflicting rules, classification issues, and valuation criteria, citing New Zealand practice. Outlines the replacement cost approach to valuation of assets, pointing out cost estimating procedures, four methods of depreciation, and life cycle costing.
Gosling PAccountancy Age, (UK), Start page: 22 No of pages: 2
Interviews the chairman of the UK Public Accounts Committee (PAC), which reviews public spending and comments on the delivery of government policy. Discusses his intention to focus on the impact of new policies and on value-for-money audits; and his desire to ‘audit public money wherever it goes’, e.g. to contractors. Reports his support for the National Audit Office (NAO) and for a Freedom of Information Act which would give the NAO as well as the general public more access to departmental records. Warns that although there is no conflict between the PAC/NAO and the Welsh Assembly, potential exists for conflict with the Scottish Parliament unless it sets up its own PAC.
Matheson A
Public Administration and Development, (UK), Oct 1998 Vol 18 No 4
Start page: 349. No of pages: 15
Outlines the evolution of New Zealand’s (NZ) approach to the determination of the strategic direction of its public services during a decade of reform beginning in 1984. Describes the most novel reforms as being the core mechanisms for allocating, managing, controlling and accounting for public resources and lists the key components of these reforms. Addresses the issues relating to the ‘strategic management process’ and claims that the evolution of this process offers an insight into the changed dynamics of NZ’s public management system. Discusses the sources driving strategic change, such as the need to refocus attention on the ‘collective interest’ of government, and to rethink and formalize the role of the State Services Commission. Explores the role of government and suggests that the key ideas for the development of a coherent government policy is an understanding between the main players of the intended direction of the whole; a sense of joint cause; and the co-operation of senior public servants in implementing it. Contends that governments must become more strategically able in the light of current environmental conditions. Concludes with an analysis of the reasons for innovation and change, and the attempt to improve and systematize the leadership and co-ordinating processes of government.
Read more on GOVERNING STRATEGICALLY – THE NEW ZEALAND EXPERIENCE…
Walker D
Public Finance, (UK), 30 Oct-Nov 5 1998.
Start page: 16. No of pages: 3
Refers to the United Kingdom Conservative green paper ‘Government direct’ which proposes a clear strategy for a common public service electronic service based on one-stop shops; and to a report by the consultants Kable ‘Better information for government’. Focuses on the effective delivery of efficient public services which now requires better co-ordination and fundamental government reform, because of the need for different departments’ information systems to be integrated. Considers the effectiveness of stealthy progress rather than instantaneous reform based on the Cabinet Office’s Head of Public Service Delivery. Points out that reorganization of bureaucracy round problems requires analysis of the problem, and political issues of privacy and civil liberties.
Bichard M.
Public Administration and Development, (UK), Oct 1998 Vol 18 No 4
Start page: 327. No of pages: 7
Contends that the public sector in the UK is in crisis and has no agenda for change or modernization. Proposes a modernizing agenda for the UK covering the areas of policy process, management and delivery. Argues that the modernization of policy process must address the question as to what the essential ingredients of good policy are in a changing society. Suggests that there should be greater input from those who deliver policy and participation by the wider community; that good policy needs time; that there must be clarity as to what the policy is designed to achieve, requiring good presentation and communication; that there should be contingency planning; and that policies should be evidence-based and good value for money. Discusses the conditions for modernizing management, focusing particularly on leadership qualities. Describes the four issues believed to be central to the modernization of delivery – a focus on clients; better use of local partnerships; an increased capacity for government and parliament to work together; and a more effective use of technology. Concludes that an unwillingness to address these three areas will result in little being done.
Hallinger P
The Learning Organization, (UK), Vol 5 No 4 98.
Start page: 176. No of pages: 8
Sees the ability of people to learn as an important factor in helping them to deal with high levels of change. Focuses on Southeast Asia, as an area undergoing extremely rapid change, and analyses how leaders in the public sector can harness learning for their organizations, transforming the tradition-bound hierarchies into learning organizations. Outlines the particular challenges facing Southeast Asia in handling change, looking at the impact that Southeast Asian culture and society may have on this. Lists five actions that public sector leaders can use to stimulate the necessary second order change and support the development of their organizations into learning organizations: modelling, articulating goals and purpose, fostering networks, developing people and managing information. Looks at each in turn, exploring the role of leaders in creating the conditions which will foster organizational learning.
Read more on INCREASING THE ORGANISATION’S IQ: LEADERSHIP IN SOUTH EAST ASIA…
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