Osborne, David
The reinventor's fieldbook : tools for transforming your government / por David Osborne e Peter Plastrik. -- - San Francisco : Jossey-Bass, 2000. - 689 p. : il.
Part I: The core strategy: creating clarity of purpose. - Chapter 1: Improving your aim: using strategic management to creat clarity of direction. - Visioning. - Outcome goals. - Steering organizations. - Strategy development. - Mission statements. - Performance budgets. - Long-terms budget forecasting. - Strategic evaluation. - Chapter 2: Clearing the decks: eliminating functions that no longer serve core purposes. - Program reviews. - Periodic Options Reviews. - Asset sales. - Quasi-privatization methods. - Chapter 3: Uncouling: creating clarity of role by separating steering and rowing. - Flexible performance frameworks. - Part II: The consequences strategy: introducing consequences for performance. - Chapter 4: Enterprise management: using markets to create consequences. - Corporatization. - Enterprise funds. - Internal enterprise management. - Chapter 5: Managed competition: using competitive contracts and benchmarks to create consequences. - Competitive bidding. - Activity-based costing: a new competence. - Competitive benchmarking. - Chapter 6: Performance management: using rewards to create consequences. - Performance awards. - Psychic pay. - Performance bonuses. - Gainsharing. - Shared savings. - Performance contracts and agreements. - Chapter 7: Performance measurement: the critical competence. - Part III: The customer strategy: making customers powerful in the driver's seat. - Chapter 8: Competitive customer choice: making customers powerful through choice and competition. - Competitive public choice systems. - Vouchers and reimbursement systems. - Customer information systems. - Brokers. - Chapter 9: Customer quality assurance: making organizations accountable for service quality. - Service standards. - Quality guarantees. - Redress. - Complaint systems. - Customer councils and boards. - Customer service agreements. - Customer voice: a criical competence. - Parte IV: The control strategy: shifting control away from the top and center. - Chapter 10: Organizational empowerment: giving managers the power to manage. - Reforming administrative systems. - Site-based management. - Waiver policies. - Opting out or chartering. - Reinvention laboratories. - Mass organizational deregulation. - Chapter 11: Employee empowerment: giving frontline employees the power to improve results. - Delayering management. - Breaking up functional silos. - Labor-management partnerships. - Work teams. - Employee suggestion program. - Chapter 12: Community empowerment: giving communities the power to solve their own problems. - Empowerment agreements. - Community governance bodies. - Collaborative planning. - Community-based funding. - Part V: The culture strategy: developing an entrepreneurial culture. - Chapter 13: Changing habits: creating a new culture by introducing new experiences. - Meeting the customers. - Walking in the customer's shoes. - Job rotation. - Externships and internships. - Institutional sponsors. - Contests. - Large-scale, real-time strategic planning. - Hands-on organizational experiences. - Redesigning work. - Chapter 14: Touching hearts: developing a new covenant within your organization. - Creating new symbols and stories. - Celebrating success. - Honoring failure. - New rituals. - Investing in the workplace. - Redesigning the workplace. - Investing in employees. - Bonding events. - Sending valentines. - Chapter 15: Winning minds: changing employee' mental models. - Benchmarking performance. - Learning groups and site visits. - Creating a sense of mission. - Building shared vision. - Articulating organizational values, beliefs, and principles. - Using new language. - In-house schoolhouses. - Orienting new members.
0787943320
Burocracia
Empresa Pública
Produtividade
Administração Estratégica
Atendimento ao Cidadão
Empreendedorismo
Competitividade
Comportamento Organizacional
Inovação
Modernização Administrativa
The reinventor's fieldbook : tools for transforming your government / por David Osborne e Peter Plastrik. -- - San Francisco : Jossey-Bass, 2000. - 689 p. : il.
Part I: The core strategy: creating clarity of purpose. - Chapter 1: Improving your aim: using strategic management to creat clarity of direction. - Visioning. - Outcome goals. - Steering organizations. - Strategy development. - Mission statements. - Performance budgets. - Long-terms budget forecasting. - Strategic evaluation. - Chapter 2: Clearing the decks: eliminating functions that no longer serve core purposes. - Program reviews. - Periodic Options Reviews. - Asset sales. - Quasi-privatization methods. - Chapter 3: Uncouling: creating clarity of role by separating steering and rowing. - Flexible performance frameworks. - Part II: The consequences strategy: introducing consequences for performance. - Chapter 4: Enterprise management: using markets to create consequences. - Corporatization. - Enterprise funds. - Internal enterprise management. - Chapter 5: Managed competition: using competitive contracts and benchmarks to create consequences. - Competitive bidding. - Activity-based costing: a new competence. - Competitive benchmarking. - Chapter 6: Performance management: using rewards to create consequences. - Performance awards. - Psychic pay. - Performance bonuses. - Gainsharing. - Shared savings. - Performance contracts and agreements. - Chapter 7: Performance measurement: the critical competence. - Part III: The customer strategy: making customers powerful in the driver's seat. - Chapter 8: Competitive customer choice: making customers powerful through choice and competition. - Competitive public choice systems. - Vouchers and reimbursement systems. - Customer information systems. - Brokers. - Chapter 9: Customer quality assurance: making organizations accountable for service quality. - Service standards. - Quality guarantees. - Redress. - Complaint systems. - Customer councils and boards. - Customer service agreements. - Customer voice: a criical competence. - Parte IV: The control strategy: shifting control away from the top and center. - Chapter 10: Organizational empowerment: giving managers the power to manage. - Reforming administrative systems. - Site-based management. - Waiver policies. - Opting out or chartering. - Reinvention laboratories. - Mass organizational deregulation. - Chapter 11: Employee empowerment: giving frontline employees the power to improve results. - Delayering management. - Breaking up functional silos. - Labor-management partnerships. - Work teams. - Employee suggestion program. - Chapter 12: Community empowerment: giving communities the power to solve their own problems. - Empowerment agreements. - Community governance bodies. - Collaborative planning. - Community-based funding. - Part V: The culture strategy: developing an entrepreneurial culture. - Chapter 13: Changing habits: creating a new culture by introducing new experiences. - Meeting the customers. - Walking in the customer's shoes. - Job rotation. - Externships and internships. - Institutional sponsors. - Contests. - Large-scale, real-time strategic planning. - Hands-on organizational experiences. - Redesigning work. - Chapter 14: Touching hearts: developing a new covenant within your organization. - Creating new symbols and stories. - Celebrating success. - Honoring failure. - New rituals. - Investing in the workplace. - Redesigning the workplace. - Investing in employees. - Bonding events. - Sending valentines. - Chapter 15: Winning minds: changing employee' mental models. - Benchmarking performance. - Learning groups and site visits. - Creating a sense of mission. - Building shared vision. - Articulating organizational values, beliefs, and principles. - Using new language. - In-house schoolhouses. - Orienting new members.
0787943320
Burocracia
Empresa Pública
Produtividade
Administração Estratégica
Atendimento ao Cidadão
Empreendedorismo
Competitividade
Comportamento Organizacional
Inovação
Modernização Administrativa
