The New Face of Government: How Public Managers Are Forging a New Approach to Governance

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ISBN: 9781420093872 | 1420093878
Cover: Hardcover
Copyright: 3/24/2009

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Focusing on transformation at the federal, state, and local levels, this book reflects the changes that are currently taking place in government and nonprofit organizations. Processes such as strategic management, enterprise architecture, information and communications technology, and enterprise transformation are enabling agencies from both the public sector and the private sector to become cost-effective, performance-oriented learning organizations. Aimed at present and future administrators of public organizations, this resource includes a field-tested survey for diagnosing disequilibrium in organization as a first step in a transformational change initiative.

Preface	p. xv
Acknowledgments	p. xix
The Author	p. xxi
List of Boxes	p. xxiii
List of Figures	p. xxv
List of Tables	p. xxvii
Creating a New Face for Government	p. 1
The Process of Change	p. 2
A Federal Crisis Example	p. 2
An Emerging Crisis at the State and Local Levels	p. 3
The Global Change Movement	p. 3
New Goals, New Strategies	p. 5
Themes of Government in Transformation	p. 6
The "New" Public Management	p. 7
Guiding Change in the United States	p. 8
Next-Generation Technology	p. 8
A Focus on Human Capital and Knowledge Management	p. 11
Enterprise Transformation Policy	p. 11
Summary	p. 12
The Shape and Scope of Changes in Government	p. 15
A Need for Transformation	p. 16
Change at the Sandia National Laboratories	p. 18
Five Important Change Success Factors	p. 18
The Need for Leadership	p. 19
Recognition of a Crisis and Its Urgency	p. 20
Developing a "Must Be" Vision	p. 21
Applying the Necessary Resources and Will to Succeed	p. 21
Selecting Appropriate Performance Metrics	p. 22
Changing the Face of Government	p. 23
Four Levels in the Transformation Process	p. 24
Identifying and Assessing a Transformation Trigger	p. 25
Evaluating and Improving Work Processes	p. 26
Embracing Appropriate Transformation Perspectives	p. 28
The Social and Behavioral Perspective in Transformation	p. 28
Achieving Desired Change Outcomes	p. 29
Improving the Probability of Organizational Change	p. 30
Summary	p. 31
Forces Driving Changes in Government	p. 33
Environmental Forces Shaping the Face of Government	p. 34
Declining Citizens' Trust in Government	p. 34
New Policy Concerns and Performance Management	p. 36
Shift in Policy Priorities	p. 36
Administrative Reforms	p. 37
Declining Resources and Aging Technology	p. 38
Environmental Changes Hit Michigan Child Support	p. 38
Technology and Change	p. 39
Retirements and the Hollowing Out of Government	p. 40
The Explosion in Government Retirements	p. 41
Changes in Organizational Culture and Structure	p. 41
Classifying Government Organizations	p. 42
Features of Public Organizations	p. 43
Forms of Government Organizations	p. 43
Bureaucratic Organizations	p. 43
Collegial Organizational Culture	p. 44
Entrepreneurial Organizations	p. 44
Cooperation and Collaboration for New Delivery Systems	p. 45
Summary	p. 46
Preparing an Organization to Accept Change	p. 47
Importance of Organizational Culture	p. 48
Role of Culture and Climate in Organizational Transformation	p. 48
Changes at the U.S. Postal Service	p. 49
Committing the Organization to Change	p. 50
Commitment Antecedents	p. 51
How Cultural Factors Constrain Change Efforts	p. 52
Impact on Government Agencies	p. 53
How Increasing Diversity Drives Organizational Change	p. 53
Need for a New Operating Ethos	p. 54
Three Strategies for Generating a Culture Change	p. 54
The Shifting Character of Administrative Thinking	p. 55
Changing the Values of the Government Workforce	p. 56
The Need to Involve the Entire Organization in the Change	p. 57
A Way of Assessing Staff Attitudes	p. 58
Steps to Follow in the Change Process	p. 58
Identify Potential Culture-Based Problems	p. 58
Culture through the Organization Life Cycle	p. 60
Identify Problem Issues	p. 60
Identify Optimal Change Strategies	p. 61
Build Bottom-Up Commitment for Change	p. 63
Implement Change Strategies	p. 64
Assess Progress and Renew Commitment	p. 66
Plan, Do, Check, Act	p. 67
Summary	p. 67
Patterns of Change in Government	p. 69
Patterns of Change in Government	p. 70
Changing the Rules of Government	p. 71
Changing the Rules at the DOE	p. 71
Changing the Rules at the U.K. Health Service	p. 72
Performance-Management Practices	p. 74
Market-Based Management	p. 76
Performance on Demand	p. 76
Reengaging Citizens	p. 78
Networks, Partnerships, and Coalitions	p. 79
Recommendations of the Task Force	p. 80
Factors Resisting the Patterns of Change	p. 81
The Human Factor	p. 82
A Choice of Change Strategies	p. 83
Summary	p. 84
How Public Managers Shape and Direct Change	p. 85
The Role of Public Managers in Strategic Management	p. 86
Three Core Sets of Management Activities	p. 87
Environmental Analysis, Vision, and Mission	p. 87
Leadership and Values	p. 89
The Agency Mission	p. 91
Example Statements	p. 91
Managing Resources and Assets	p. 94
Three Types of Resources	p. 94
Three Types of Assets	p. 94
Operational Systems	p. 95
Identifying and Selecting Strategies	p. 95
Planning Transformation Tactics	p. 96
Performance Outcome Measurements and Controls	p. 96
Summary	p. 102
How Technology Is Shaping the Face of Government	p. 103
Technology and Transformational Change	p. 104
Three Converging Trends	p. 104
How ICT Affects Government Operations	p. 105
Implementing Changes at HHS	p. 106
Technology and the Nature of Work	p. 107
Factors Limiting Change	p. 108
Technology and Enterprise Architecture Initiatives	p. 108
Enterprise Architecture at the State Level	p. 110
A State Case Example	p. 111
Enterprise Architecture at the Federal Level	p. 112
Federal Strategies to Upgrade ICT	p. 113
Accelerated Pace of Adoption	p. 115
Technology and Organizational Reengineering	p. 115
Technology-Driven Change at the FAA	p. 116
Federal Accomplishments in Enterprise Architecture	p. 117
Summary	p. 118
Technology and Systems Change	p. 119
Organizational Processes	p. 120
The Difficulty of Changing a Functioning System	p. 121
Process-Facilitating Systems	p. 122
Changing Work with Integrative, Enterprisewide Systems	p. 122
Changing Operating Systems: The Case of the DLA	p. 125
Business Model Change Strategies	p. 126
Business System Modernization	p. 127
Business System Modernization-Energy	p. 127
The Customer Relationship Management System	p. 127
Integrated Data Environment Changes	p. 128
Executive Agent	p. 128
Programs for Changing the Workforce	p. 128
Supply-Chain Transformation	p. 129
Strengthening Relationships with Suppliers	p. 129
Strategic Supplier Alliances	p. 129
National Inventory Management Strategy	p. 130
Reutilization and Modernization Program	p. 130
Customer Value-Chain Transformation Strategies	p. 131
The Distribution Planning and Management System	p. 131
The Product Data Management Initiative	p. 131
The Global Stock-Positioning System	p. 131
Changes to the DLA's Governance and Structure	p. 132
Planning for ICT Systems at the Municipal Level	p. 133
Summary	p. 133
People and the Changing Face of Government	p. 135
Human Capital and Transformational Change	p. 137
Human-Capital Management in Government	p. 138
Challenges Facing Human Resources Managers	p. 139
Challenges in Sustained Leadership	p. 142
A Human-Capital Leadership Challenge	p. 142
Strategic Human-Capital Planning	p. 144
Activities at the First, Preplanning Level	p. 145
Planning Activities of Level Two	p. 145
Strategic Direction	p. 146
Environmental Analysis	p. 146
Model the Current Workforce	p. 146
Assess Future Needs and Project Future Supply	p. 146
Gap Analysis and Gap-Closing Strategies	p. 147
Implementation Activities of Level Three	p. 147
Implementing Gap-Closing Strategies	p. 147
Evaluating Effectiveness and Strategy Revision	p. 148
Key Principles in Human-Capital Planning	p. 148
Challenges in Acquiring, Developing, and Retaining Talent	p. 150
Challenges in Reforming Organizational Cultures	p. 151
Summary	p. 154
Changing Government Work Processes	p. 157
Systems and Work Processes	p. 158
Value Deficiencies as Drivers of Transformation	p. 158
Improving Current Work Processes	p. 159
BPI in Government	p. 160
Changing How Work Gets Done	p. 162
GSA: A Shared Services Pioneer	p. 163
Outsourcing Government Services	p. 163
Shared Services in State and Local Government	p. 166
Shared Government Services in Australia	p. 169
Transformation by Performing Different Work	p. 169
Outsourcing Internal Services	p. 171
Privatization, Contracting Out, and Public-Private Partnerships	p. 171
Summary	p. 173
How Delivery Changes Are Reshaping Government	p. 175
What Is E-Government?	p. 176
Evolution of E-Government	p. 177
Monitoring E-Government Progress	p. 180
A Single-Entry Point for E-Government	p. 180
E-Government at the State and Local Levels	p. 181
The Global E-Government Movement	p. 185
Government E-Learning Strategies	p. 186
Expanded Access to Information	p. 188
The Internet in E-Learning Strategies	p. 188
Summary	p. 189
Expanding the Delivery Structure of Government	p. 191
Changes in Public Responsibilities	p. 192
New Governance Strategies	p. 192
Governance Strategy Defined	p. 193
Variations in Governance Strategy	p. 193
Moving toward Greater Cooperation	p. 194
Top-Down Governance Strategies	p. 195
Donor-Recipient Strategies	p. 195
Two New Governance Models	p. 195
Collaborative Governance Models	p. 196
Program/Project Partnering	p. 197
Private/Public Collaboration Strategies	p. 199
Local Area Public/Public Collaboration	p. 200
Federal/Local Public/Public Collaboration	p. 201
Outsourcing Delivery of Services	p. 202
The Downside of Government Outsourcing	p. 203
Summary	p. 204
How Knowledge Facilitates Change in Government	p. 207
What KM Can and Cannot Do	p. 208
The KM Process	p. 208
The Evolution of KM and KM Systems	p. 209
Early Problems	p. 209
The Drive for Control	p. 210
How KM Helps Reshape Government	p. 210
The Two Worlds of KM	p. 211
Developing KM Strategies	p. 212
Knowledge Mapping	p. 213
Knowledge Capture	p. 214
Transferring and Integrating Knowledge	p. 214
Coding and Storing Knowledge	p. 214
KM in Local Government	p. 215
Use of Web Sites by Local Governments	p. 215
Summary	p. 216
Preparing for Change: Trouble at the Sheriff's Office	p. 219
Development of an Assessment Instrument	p. 220
Instrument Factors and Survey Administration	p. 221
Differences in the Department's Hierarchy	p. 223
Administrative-Level Summaries	p. 224
Gender Differences	p. 225
Organizational Climate and Readiness to Accept Change	p. 226
Summary	p. 227
References	p. 229
Organizational Assessment Instrument	p. 253
URLs for Various Federal E-Government Transformation Reports	p. 269
Index	p. 271
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The New Face of Government: How Public Managers Are Forging a New Approach to Governance

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