This insider's guide reveals the key lessons for managing reform being learned from the federal government's Reinventing Government program. Leaders will discover that success will be evident not in major, sweeping changes but in a series of small, but important signs.
The contributors present strategic issues for change, discussing why the current bureaucratic model of organizing is ill-suited to today's challenges and identifying what will replace it. They explore the tactics for change in public organizations, examining the repercussions of change for employees, identifying success factors for change, and examining the crucial role leadership plays in successful change.
Transforming Government presents a look into the future of public organizations and sage advice on how to implement change effectively to succeed in that future.
This insider's guide reveals the key lessons for managing reform being learned from the federal government's Reinventing Government program. Leaders will discover that success will be evident not in major, sweeping changes but in a series of small, but important signs.
The contributors present strategic issues for change, discussing why the current bureaucratic model of organizing is ill-suited to today's challenges and identifying what will replace it. They explore the tactics for change in public organizations, examining the repercussions of change for employees, identifying success factors for change, and examining the crucial role leadership plays in successful change.
Transforming Government presents a look into the future of public organizations and sage advice on how to implement change effectively to succeed in that future.
Part One: Strategic Change in Public Organizations.
1. Ferment on the Front Lines: Designing New Modes
ofOrganizing(James R. Thompson).
2. Heroes of the Revolution: Characteristics and Strategies
ofReinvention Leaders(Ronald P. Sanders).
3. The Best-Kept Secret in Government: How the NPR TranslatedTheory
into Practice(John M. Kamensky).
4. Reinventing Public Agencies: Bottom-Up Versus
Top-DownStrategies(James R. Thompson, Ronald P. Sanders).
Part Two: The Tactics of Change in Public Organizations.
5. Overcoming Employee Resistance to Change(David C.
Frederickson,james L. Perry).
6. Ingredients for Success: Five Factors Necessary for
TransformingGovernment(Hal G. Rainey).
7. Tailoring Change Strategies: Alternative Approaches to
Reform(B.Guy Peters).
Part Three: Lessons for Continuing Transformation.
8. Where the Buck Stops;
Accountability in Reformed Public Organizations(Barbara
S.Romeck).
9. Making Government Reform Stick: Lessons Learned(Donald
J.Savoie).
Conclusion: Transforming Management,
ManagingTransformation(Patricia W. Ingraham).
PATRICIA W. INGRAHAM is professor of public administration and political science and director of the Alan K. Campbell Institute at the Maxwell School, Syracuse University. She is a fellow of the National Academy of Public Administration, and the author of New Paradigms for Government. JAMES R. THOMPSON teaches public administration at the University of Illinois at Chicago. RONALD SANDERS is associate professor at George Washingotn University.
"There has been enormous debate about "reinventing
government"--butlittle careful study about what is actually
happening. Thisextremely useful book tells the
story-behind-the-story. It examinesthe critical steps required to
make reinvention work, and the bigproblems that reinvention must
solve. Anyone interested inimproving government performance will
need to read this book."(Donald F. Kettl, director, The Robert M.
LaFollette Institute ofPublic Affairs)
"Bureaucracy-busters will benefit from this manual for
betteringbusiness practices in government. Its authors offer a
practicalguide that does not ignore the considerable obstacles
facingreinvention advocates." (Timothy B. Clark, editor and
publisher,Government Executive Magazine)
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