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E-grāmata: New Face of Government: How Public Managers Are Forging a New Approach to Governance

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(Pacific Lutheran University, Tacoma, USA)
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Change is sweeping the globe, and at the government level, operational changes are prompting many public administrators to develop new management styles and ways of delivering services to their citizens. In the process, they are changing the face of government. The New Face of Government: How Public Managers are Forging a New Approach to Governance explores how national leaders are changing the art and practice of government and how public managers are shaping and guiding governments response to the transformation.

Includes a Field-Tested Survey for Diagnosing Institutional Disequilibrium

Focusing on change at the federal, state, and local levels, this book addresses policy dimensions such as:











Strategic and knowledge management Enterprise architecture Information and communications technology Organizational performance assessment Technological and organizational improvement

It evaluates how these areas enable agencies from the public and private sectors to become more cost-effective, performance-oriented learning organizations. Not all the ambiguities in policy making and administration have been resolved. However, there is much hope for the future of government and governance. The successes and failures included in The New Face of Government: How Public Managers are Forging a New Approach to Governance illustrate this promise and provide guideposts for public managers who find themselves faced with similar problems and new challenges.

About the Author:

David E. McNabb teaches a variety of public and private administration and management courses both in the U.S. and abroad, including college and university programs in Latvia, Bulgaria, Germany, the United Kingdom, Italy, France, and Belgium. He is the author of nearly 80 peer-reviewed conference papers and articles. This is his seventh book.
Preface xv
Acknowledgments xix
The Author xxi
List of Boxes xxiii
List of Figures xxv
List of Tables xxvii
1 Creating a New Face for Government 1
The Process of Change
2
A Federal Crisis Example
2
An Emerging Crisis at the State and Local Levels
3
The Global Change Movement
3
New Goals, New Strategies
5
Themes of Government in Transformation
6
Theme 1: The "New" Public Management
7
Guiding Change in the United States
8
Theme 2: Next-Generation Technology
8
Theme 3: A Focus on Human Capital and Knowledge Management
11
Theme 4: Enterprise Transformation Policy
11
Summary
12
2 The Shape and Scope of Changes in Government 15
A Need for Transformation
16
Change at the Sandia National Laboratories
18
Five Important Change Success Factors
18
Factor One: The Need for Leadership
19
Factor Two: Recognition of a Crisis and Its Urgency
20
Factor Three: Developing a "Must Be" Vision
21
Factor Four: Applying the Necessary Resources and Will to Succeed
21
Factor Five: Selecting Appropriate Performance Metrics
22
Changing the Face of Government
23
Four Levels in the Transformation Process
24
Level I: Identifying and Assessing a Transformation Trigger
25
Level II: Evaluating and Improving Work Processes
26
Level III: Embracing Appropriate Transformation Perspectives
28
The Social and Behavioral Perspective in Transformation
28
Level IV: Achieving Desired Change Outcomes
29
Improving the Probability of Organizational Change
30
Summary
31
3 Forces Driving Changes in Government 33
Environmental Forces Shaping the Face of Government
34
Declining Citizens' Trust in Government
34
New Policy Concerns and Performance Management
36
Shift in Policy Priorities
36
Administrative Reforms
37
Declining Resources and Aging Technology
38
Environmental Changes Hit Michigan Child Support
38
Technology and Change
39
Retirements and the Hollowing Out of Government
40
The Explosion in Government Retirements
41
Changes in Organizational Culture and Structure
41
Classifying Government Organizations
42
Features of Public Organizations
43
Forms of Government Organizations
43
Bureaucratic Organizations
43
Collegial Organizational Culture
44
Entrepreneurial Organizations
44
Cooperation and Collaboration for New Delivery Systems
45
Summary
46
4 Preparing an Organization to Accept Change 47
Importance of Organizational Culture
48
Role of Culture and Climate in Organizational Transformation
48
Changes at the U.S. Postal Service
49
Committing the Organization to Change
50
Commitment Antecedents
51
How Cultural Factors Constrain Change Efforts
52
Impact on Government Agencies
53
How Increasing Diversity Drives Organizational Change
53
Need for a New Operating Ethos
54
Three Strategies for Generating a Culture Change
54
The Shifting Character of Administrative Thinking
55
Changing the Values of the Government Workforce
56
The Need to Involve the Entire Organization in the Change
57
A Way of Assessing Staff Attitudes
58
Steps to Follow in the Change Process
58
Step 1: Identify Potential Culture-Based Problems
58
Culture through the Organization Life Cycle
60
Step 2: Identify Problem Issues
60
Step 3: Identify Optimal Change Strategies
61
Step 4: Build Bottom-Up Commitment for Change
63
Step 5: Implement Change Strategies
64
Step 6: Assess Progress and Renew Commitment
66
Plan, Do, Check, Act
67
Summary
67
5 Patterns of Change in Government 69
Patterns of Change in Government
70
Changing the Rules of Government
71
Changing the Rules at the DOE
71
Changing the Rules at the U.K. Health Service
72
Performance-Management Practices
74
Market-Based Management
76
Performance on Demand
76
Reengaging Citizens
78
Networks, Partnerships, and Coalitions
79
Recommendations of the Task Force
80
Factors Resisting the Patterns of Change
81
The Human Factor
82
A Choice of Change Strategies
83
Summary
84
6 How Public Managers Shape and Direct Change 85
The Role of Public Managers in Strategic Management
86
Three Core Sets of Management Activities
87
Level One Activities: Environmental Analysis, Vision, and Mission
87
Leadership and Values
89
The Agency Mission
91
Example Statements
91
Level Two: Managing Resources and Assets
94
Three Types of Resources
94
Three Types of Assets
94
Level Three: Operational Systems
95
Identifying and Selecting Strategies
95
Planning Transformation Tactics
96
Performance Outcome Measurements and Controls
96
Summary
102
7 How Technology Is Shaping the Face of Government 103
Technology and Transformational Change
104
Three Converging Trends
104
How ICT Affects Government Operations
105
Implementing Changes at HHS
106
Technology and the Nature of Work
107
Factors Limiting Change
108
Technology and Enterprise Architecture Initiatives
108
Enterprise Architecture at the State Level
110
A State Case Example
111
Enterprise Architecture at the Federal Level
112
Federal Strategies to Upgrade ICT
113
Accelerated Pace of Adoption
115
Technology and Organizational Reengineering
115
Technology-Driven Change at the FAA
116
Federal Accomplishments in Enterprise Architecture
117
Summary
118
8 Technology and Systems Change 119
Organizational Processes
120
The Difficulty of Changing a Functioning System
121
Process-Facilitating Systems
122
Changing Work with Integrative, Enterprisewide Systems
122
Changing Operating Systems: The Case of the DLA
125
Business Model Change Strategies
126
Business System Modernization
127
Business System Modernization-Energy
127
The Customer Relationship Management System
127
Integrated Data Environment Changes
128
Executive Agent
128
Programs for Changing the Workforce
128
Supply-Chain Transformation
129
Strengthening Relationships with Suppliers
129
Strategic Supplier Alliances
129
National Inventory Management Strategy
130
Reutilization and Modernization Program
130
Customer Value-Chain Transformation Strategies
131
The Distribution Planning and Management System
131
The Product Data Management Initiative
131
The Global Stock-Positioning System
131
Changes to the DLA's Governance and Structure
132
Planning for ICT Systems at the Municipal Level
133
Summary
133
9 People and the Changing Face of Government 135
Human Capital and Transformational Change
137
Human-Capital Management in Government
138
Challenges Facing Human Resources Managers
139
Challenges in Sustained Leadership
142
A Human-Capital Leadership Challenge
142
Strategic Human-Capital Planning
144
Activities at the First, Preplanning Level
145
Planning Activities of Level Two
145
Strategic Direction
146
Environmental Analysis
146
Model the Current Workforce
146
Assess Future Needs and Project Future Supply
146
Gap Analysis and Gap-Closing Strategies
147
Implementation Activities of Level Three
147
Implementing Gap-Closing Strategies
147
Evaluating Effectiveness and Strategy Revision
148
Key Principles in Human-Capital Planning
148
Challenges in Acquiring, Developing, and Retaining Talent
150
Challenges in Reforming Organizational Cultures
151
Summary
154
10 Changing Government Work Processes 157
Systems and Work Processes
158
Value Deficiencies as Drivers of Transformation
158
Improving Current Work Processes
159
BPI in Government
160
Changing How Work Gets Done
162
GSA: A Shared Services Pioneer
163
Outsourcing Government Services
163
Shared Services in State and Local Government
166
Shared Government Services in Australia
169
Transformation by Performing Different Work
169
Outsourcing Internal Services
171
Privatization, Contracting Out, and Public—Private Partnerships
171
Summary
173
11 How Delivery Changes Are Reshaping Government 175
What Is E-Government?
176
Evolution of E-Government
177
Monitoring E-Government Progress
180
A Single-Entry Point for E-Government
180
E-Government at the State and Local Levels
181
The Global E-Government Movement
185
Government E-Learning Strategies
186
Expanded Access to Information
188
The Internet in E-Learning Strategies
188
Summary
189
12 Expanding the Delivery Structure of Government 191
Changes in Public Responsibilities
192
New Governance Strategies
192
Governance Strategy Defined
193
Variations in Governance Strategy
193
Moving toward Greater Cooperation
194
Top-Down Governance Strategies
195
Donor-Recipient Strategies
195
Two New Governance Models
195
Collaborative Governance Models
196
Program/Project Partnering
197
Private/Public Collaboration Strategies
199
Local Area Public/Public Collaboration
200
Federal/Local Public/Public Collaboration
201
Outsourcing Delivery of Services
202
The Downside of Government Outsourcing
203
Summary
204
13 How Knowledge Facilitates Change in Government 207
What KM Can and Cannot Do
208
The KM Process
208
The Evolution of KM and KM Systems
209
Early Problems
209
The Drive for Control
210
How KM Helps Reshape Government
210
The Two Worlds of KM
211
Developing KM Strategies
212
Knowledge Mapping
213
Knowledge Capture
214
Transferring and Integrating Knowledge
214
Coding and Storing Knowledge
214
KM in Local Government
215
Use of Web Sites by Local Governments
215
Summary
216
14 Preparing for Change: Trouble at the Sheriff's Office 219
Development of an Assessment Instrument
220
Instrument Factors and Survey Administration
221
Differences in the Department's Hierarchy
223
Administrative-Level Summaries
224
Gender Differences
225
Organizational Climate and Readiness to Accept Change
226
Summary
227
References 229
Appendix A: Organizational Assessment Instrument 253
Appendix B: URLs for Various Federal E-Government Transformation Reports 269
Index 271
David E. McNabb, PhD, is a professor emeritus at Pacific Lutheran University, Tacoma, Washington; an adjunct professor at Olympic College, Bremerton, Washington; and a recent consultant for an agency of the federal government. He earned his PhD at Oregon State University. He has authored 12 books with another forthcoming, is a joint author of two books, and author or joint author of nearly 100 articles and conference papers. His research interests are in the transformation of government institutions in the United States and in the Baltic states. He is or has been a member of several organizations related to political science, public administration, and European studies.
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