Banishing Bureaucracy: The Five Strategies For Reinventing GovernmentBasic Books, 8 janv. 1997 - 397 pages If you want to help your city save more without cutting service levels, as Indianapolis did; if you need to do more with half the staff, as New Zealand's state-owned enterprises did; if you want to double the effectiveness of your organization, as the U.S. tactical Air Command did—read this book.In the pages of Banishing Bureaucracy, David Osborne, coauthor of the New York Times bestseller Reinventing Government, and Peter Plastrik, one of the most respected innovators to come out of state government in the past decade, provide a road map by which reinventors and political thinkers of all persuasions can actually make “reinvention” work.Reinvention is not just another word for reform, nor is it synonymous with downsizing, or privatization, or simply cutting waste and fraud. It is about something much deeper, something tantamount to changing the very “DNA” of public organizations so that they habitually innovate, continually improving their performance without having to be pushed from outside. It is about building an entrepreneurially minded public sector with a built-in drive to improve—what some would call a self-renewing system.Obviously, this is complex work that requires careful strategy, and that is just what Banishing Bureaucracy provides. David Osborne and Peter Plastrik lay out what they call the “Five Cs” for successfully reinventing public organizations:The Core Strategy, to help them create clarity of purpose.The Consequences Strategy, to introduce consequences for their performance.The Customer Strategy, to make them accountable to their customers.The Control Strategy, to empower organizations and their employers to innovate.The Culture Strategy, to change the habits, hearts, and minds of public employees.Drawing on a rich base of American and international case-studies, Banishing Bureaucracy delivers the battle-tested, strategic thinking that has proved itself around the globe, in every area of government—from national to local, from defense to day care. |
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Page 82
... departments . " In late 1987 they backed a Treasury plan to create explicit customer - supplier contracts between elected ministers and the departments . Ministers would determine policy goals and then pur- chase whatever outputs they ...
... departments . " In late 1987 they backed a Treasury plan to create explicit customer - supplier contracts between elected ministers and the departments . Ministers would determine policy goals and then pur- chase whatever outputs they ...
Page 84
... department , it shrank to fewer than 50 members . ( Policy - advisory organizations are typically called ministries ; others are normally called departments . ) Ministers would negotiate performance agreements with all depart- ments and ...
... department , it shrank to fewer than 50 members . ( Policy - advisory organizations are typically called ministries ; others are normally called departments . ) Ministers would negotiate performance agreements with all depart- ments and ...
Page 85
... departments . The State Services Commission's power over staffing numbers and the Treasury Department's control over day - to- day budgets shifted to the chief executives . Once budgets were set , in negotiated agreements between ...
... departments . The State Services Commission's power over staffing numbers and the Treasury Department's control over day - to- day budgets shifted to the chief executives . Once budgets were set , in negotiated agreements between ...
Table des matières
Changing Governments DNA | 21 |
Targeting the Strategies | 49 |
What It Takes to Use the Strategies | 67 |
Droits d'auteur | |
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Autres éditions - Tout afficher
Banishing Bureaucracy: The Five Strategies for Reinventing Government David Osborne Affichage d'extraits - 1998 |
Banishing Bureaucracy: The Five Strategies for Reinventing Government David Osborne Affichage d'extraits - 1998 |
Banishing Bureaucracy: The Five Strategies for Reinventing Government David Osborne,Peter Plastrik Aucun aperçu disponible - 1998 |
Expressions et termes fréquents
accountable administrative systems agencies Air Combat Command asked behavior budget bureaucratic business process reengineering charter schools Citizen's Charter citizens city's committed competitive bidding compliers consequences strategy contract control strategy corporatization costs create Creech customer service customer strategy departments develop districts Douglas elected officials empowerment enterprise management flexibility force Forest functions goals Goldsmith groups Ibid improve incentives Indianapolis innovative Joe Nathan leaders levels Margaret Thatcher Marita mayor ment metatool ministers Minnesota Mulroney National neighborhood O'Neill operating organization's organizational organizational empowerment paradigm parents percent political politicians private sector problems public employees public organizations public schools public sector Public Service quotation reform Reinventing Government reinventors Review Roger Douglas rules says school choice Stayton steering Sunnyvale teams Thatcher tion total quality management U.S. Forest Service uncoupling union workers Zealand