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E-grāmata: Organizational Assessment and Improvement in the Public Sector

(Rutgers, The State University of New Jersey, New Brunswick, USA)
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Calls for performance measures and metrics sound good, but public sector organizations often lack the tools required to assess the organization as a whole and create true change.In order to implement an integrated cycle of assessment, planning, and improvement, government agencies at all levels need a usable framework for organizational assessment that speaks to their unique needs. Organizational Assessment and Improvement in the Public Sector provides that framework, an understanding of assessment itself, and a methodology for assessment focused on the public sector.

The book introduces the concept of organizational assessment, its importance, and its significance in public sector organizations. It addresses the organizational theory that underlies assessment, including change management, organizational and individual learning, and organizational development. Building on this, the author focuses on the processes and demonstrates how the communication that results from an assessment process can create a widely accepted case for change. She presents a model grounded in the Malcolm Baldrige National Quality Program criteria but adapted for the culture of government organizations. She also addresses the criteria that form the basis for assessment and implementation and provides examples and best practices.

Facing decreasing budgets and an increasing demand for services, government agencies must increase their capabilities, maximize their available fiscal and human resources, and increase their effectiveness and efficiency. They often operate in an atmosphere that prizes effectiveness but measures it in silos assigned to individual programs and a structure that encourages people to do more with less while systematically discouraging efficiency. Stressing the significant and important differences between a business and a government, this book supplies the knowledge and tools necessary to create a culture of assessment in government organizations at all levels.

Recenzijas

Stressing the significant and important differences between business and government, this book supplies the needed knowledge and tools to create a culture of assessment in government organizations at all levels.Abstracts of Public Administration, Development, and Environment, September 2010

The author uses the Malcolm Baldrige National Quality Award framework as the underpinning for her public sector assessment and improvement (PSAI) model. The model is designed specifically to accommodate the culture, language and needs of government agencies. This is a step-by-step manual for improving government agencies, and it provides a clear and practical approach to organizational assessment and improvement in government. If you are serious about improving your organization, you should read this book.Jim Kotterman, Michigan Manufacturing Technology Center, in QP Reviews, October 2010

Prologue xiii
Foreword xvii
Acknowledgments xxi
About the Author xxiii
Organizational Assessment and the Public Sector
1(26)
The Demand for Effectiveness and Efficiency
3(3)
Organizational Assessment
6(4)
What Is Organizational Assessment?
7(3)
Assessment and Organizational Development
10(6)
How Does Assessment Work?
11(2)
Understanding the Current State of the Organization
13(1)
Information Collection and Exchange
14(1)
Visioning and Gap Analysis
14(1)
Improvement Planning and Prioritization
14(1)
Outcomes and Feedback
15(1)
Challenges in Public Sector Assessment and Improvement
16(5)
Dealing with Public Perceptions of Bureaucracy
16(1)
Understanding the Complex Nature of Government Service
16(1)
Lack of Control over the Inputs
17(1)
Balancing Competing Perspectives
18(1)
Consequences for Poor Performance
19(1)
A Culture of Risk Aversion
19(1)
The Public Nature of Work, Successes, and Failures
19(1)
Reconciling the Priorities of Elected Officials and Career Staff
19(2)
Opportunities in Public Sector Assessment
21(4)
Focusing Attention on the Organization, Not the Discipline
21(1)
Creating a Basis for Improvement
22(1)
Providing Ways to Measure Success: Defining Success Factors and Measuring Results
22(1)
Creating Awareness about Effective Practices in Other Sectors
23(1)
The Role of Constituents and Beneficiaries in the Assessment Process
23(2)
Summary
25(1)
Notes
25(2)
Assessment as a Communication Process
27(20)
Communication Processes in Self-Assessment
29(16)
Communication Process 1: Creation of a Common Language
29(2)
Providing a Common Language to Talk about the Organization
31(3)
The Vocabulary of Assessment and Continuous Improvement
34(1)
Communication Process 2: Information Collection and Exchange
35(1)
The Importance of People in the Information Collection Process
36(3)
Communication Process 3: Negotiation and Consensus-Building
39(2)
Communication Process 4: Communicating Assessment Outcomes
41(3)
Communication as a Subject of Assessment
44(1)
Summary
45(1)
Notes
45(2)
Applying Assessment Practices in the Public Sector
47(26)
Current State of Assessment in Government and How It Has Developed over Time
50(8)
Internal and External Audit Functions
52(1)
Performance Measurement
52(2)
The Government Performance and Results Act
54(1)
Performance Assessment Rating Tool
55(1)
Balanced Scorecard
56(2)
Structured Self-Assessment Models
58(8)
Baldrige National Quality Award and Criteria for Performance Excellence
58(4)
Adapting the Baldrige Award Program
62(1)
Baldrige-Based State Award Programs
63(1)
Baldrige-Based Federal Award Programs
64(1)
The President's Quality Award
65(1)
Adapting Existing Assessment Processes for the Public Sector Assessment
66(1)
Customers and Constituents: A Lesson in Semantics
67(2)
Examining Results and Outcomes
68(1)
State Quality Awards
69(2)
Summary
71(1)
Notes
71(2)
The Public Sector Assessment and Improvement Model
73(28)
Structure
74(3)
Organizational Profile
76(1)
Organizational Purpose
76(1)
Structure
77(1)
Demographics
77(1)
The Human Factor Group: Interpersonal and Communication Competence
77(10)
Leadership
77(2)
Leadership Elements
79(1)
Leadership Structure and Practices
79(1)
Ethical Leadership
80(1)
Constituents
80(2)
Constituent Elements
82(1)
Identifying Constituents
82(1)
Assessing Constituent Needs, Expectations, and Satisfaction
82(1)
Building Constituent Relationships
83(1)
Workforce
84(1)
Workforce Focus Elements
85(1)
Workforce Planning
85(1)
Performance Assessment and Recognition
86(1)
Learning and Professional Development
86(1)
Workplace Climate
87(1)
The Operational Factors: Enabling the Work of the Organization
87(4)
Strategic Planning
87(1)
Strategic Planning Elements
88(1)
Strategic Plan Development
88(1)
Implementing the Strategic Plan
89(1)
Measurement and Analysis
90(1)
Dashboards
91(7)
Measurement and Analysis Elements
92(1)
Information
92(1)
Performance Measurement
93(1)
Benchmarking
93(1)
Programs and Processes
93(2)
Programs and Processes
95(1)
Core Programs, Services, and Processes
95(1)
Administrative Support Processes
96(1)
Results
96(1)
Results
97(1)
Performance Measures and Results
97(1)
Assessment: Applying the Information Learned
98(2)
Stage 1
98(1)
Stage 2
98(2)
Stage 3
100(1)
Stage 4
100(1)
Notes
100(1)
Implementing a Self-Assessment Program
101(26)
Preparing for an Assessment
102(18)
Determining Readiness for Assessment
103(1)
Leadership Support
103(1)
Workforce Climate
104(1)
Timing and Agency Priorities
105(1)
Planning the Implementation
106(2)
Identify the Scope of the Assessment
108(1)
Select a Model
109(1)
Choosing an Implementation Method
110(1)
Balancing the Available Time Frame with the Available Resources
110(2)
Comparison of Methods
112(3)
Decide Whether and How to Use Facilitators
115(2)
Identify and Train the Participants
117(1)
Communicate the Plans for the Assessment
118(1)
Keys to Success
118(1)
Get People to Believe in the Concept and Process, Not the Label or Name
118(1)
Create Realistic Expectations
119(1)
Find a Champion
119(1)
Pay Attention to Participant Demographics
119(1)
Use This as an Opportunity for Political and Career Staff to Learn from Each Other
119(1)
Conducting the Assessment Process
120(1)
Compiling an Organizational Profile
120(1)
Structure
120(1)
Staffing
120(1)
Select Appropriate Benchmarking Partners
121(1)
Communicate Progress
121(1)
Keys to Success
121(1)
Capture Organizational Stories
121(1)
Create an Environment Where There Is a Willingness to Challenge Information
122(1)
Do Not Lose Sight of the Positive
122(1)
Use Participants as Ambassadors for What You Are Doing
122(1)
Following Through on Outcomes
122(1)
Identify Steps for Further Action
123(1)
Follow-Up Interviews
123(1)
Plan to Repeat the Process
123(1)
Keys to Success
123(1)
Make Use of Process Experts
123(1)
Share and Educate
124(1)
Summary
124(1)
Notes
125(2)
Assessment, Improvement, and the Process of Organizational Change
127(22)
Change Efforts in the Public Sector
129(1)
Identifying Barriers to Change
130(3)
Individual Resistance to Change
130(1)
Seeing Agencies as Systems
130(1)
External Drivers of Change in Government
131(1)
Change in Administration
131(1)
New Mandates
132(1)
External or Constituent Advocacy
132(1)
Crises and Emergencies
132(1)
The Process of Organizational Change
133(2)
Understanding the Scope of Change
135(4)
Organizational Learning and Personal Learning: Creating an Internal Case for Change
139(4)
The Role of Organizational and Personal Learning in Communicating the Need for Change
142(1)
Creating an External Case for Change: Constituent Involvement
143(3)
Using Assessment Outcomes to Implement Improvement
145(1)
Summary
146(1)
Notes
147(2)
Case Studies and Best Practices in Assessing Public Sector Organizations
149(24)
Case Studies
150(13)
Federal Government: U.S. Army Armament Research, Development and Engineering Center
150(6)
State Government: The New Jersey Department of Environmental Protection
156(4)
Challenges Faced
160(1)
Lessons Learned
161(2)
Local Government: Coral Springs, Florida 2007 Baldrige National Quality Award (nonprofit category)
163(7)
Challenges
167(1)
Lessons Learned
168(2)
Summary
170(2)
Notes
172(1)
The Future of Assessment
173(8)
The Need to Identify and Disseminate Best Practices in Government Assessment
174(2)
The Need for Continued Adaptation of Assessment Models
176(1)
Identifying Tools That Facilitate Assessment Processes
177(1)
Finding New Ways to Encourage Governments to Participate and to Engage Their Staff
177(1)
Increased Recognition of the Role of Constituents in Assessment
178(1)
Linking Assessment Processes to Strategic Planning and Budgeting
178(1)
Finding Ways to Sustain a Culture of Assessment That Do Not Rely on a Single Champion
179(1)
Conclusion
179(2)
Appendix A: The Public Sector Assessment and Improvement Model
181(10)
Organizational Profile
181(1)
Organizational Purpose
181(1)
Structure
182(1)
Demographics
182(1)
Human Factors
182(4)
Leadership
182(1)
Leadership Structure and Practices
182(1)
Ethical Leadership
183(1)
Constituents
183(1)
Identifying Constituents
183(1)
Assessing Constituent Needs, Expectations, and Satisfaction
183(1)
Building Constituent Relationships
184(1)
Workforce Focus
184(1)
Workforce Planning
184(1)
Performance Assessment and Recognition
185(1)
Learning and Professional Development
185(1)
Workplace Climate
185(1)
Operational Factors
186(5)
Strategic Planning
186(1)
Strategic Plan Development
186(1)
Implementing the Strategic Plan
187(1)
Measurement and Analysis
187(1)
Information
187(1)
Performance Measurement
187(1)
Benchmarking
188(1)
Programs and Processes
188(1)
Core Programs, Services, and Processes
188(1)
Administrative Support Processes
188(1)
Results
189(1)
Performance Measures and Results
189(2)
Appendix B: The Public Sector Assessment and Improvement Model---Short Form
191(6)
Human Factors
192(5)
Leadership
192(1)
Constituents
192(1)
Workforce
193(1)
Strategic Planning
194(1)
Measurement and Analysis
194(1)
Programs and Processes
195(1)
Outcomes
196(1)
Appendix C: Exercises
197(4)
Organizational Assessment and the Public Sector
197(1)
Assessment as a Communication Process
197(1)
Applying Assessment Practices in the Public Sector
198(1)
The Public Sector Assessment and Improvement Model
198(1)
Implementing a Self-Assessment Program
198(1)
Assessment, Improvement, and the Process of Organizational Change
198(1)
Case Studies and Best Practices
199(2)
Appendix D: Tools for Organizational Change Efforts
201(4)
Assessing Organizational Identity
201(4)
Glossary
205(6)
Assessment Resources: Websites
208(3)
Bibliography
211
Interviews
218(1)
Email Correspondence
219(1)
Webcast
219
Index 22
Rutgers, The State University of New Jersey, New Brunswick, USA National Chengchi University, Taipei, Taiwan