Getting to the roots of change : (Record no. 28067)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 01610naa a2200169uu 4500 |
| 001 - CONTROL NUMBER | |
| control field | 9012713274710 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20190211164607.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 090127s2009 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) | |
| Koha Dewey Subclass [OBSOLETE] | PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | SANGER, M. Bryna |
| 9 (RLIN) | 36038 |
| 245 10 - TITLE STATEMENT | |
| Title | Getting to the roots of change : |
| Remainder of title | performance management and organizational culture |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | Armonk, NY : |
| Name of publisher, distributor, etc. | M.E. Sharp, |
| Date of publication, distribution, etc. | June 2008 |
| 520 3# - SUMMARY, ETC. | |
| Summary, etc. | Transforming a public bureaucracy into a results-based organization requires bold and sustained leadership of cultural changenot simply changes in structures and practices. Cultural change at the New York City Department of Finance involves changing the hearts and minds of both managers and line workers deep in the organization by pushing decision making down and empowering employees to act with accountability. Practice is required. Leadership must have considerable tolerance for well-conceived error while managers throughout the organization learn to use data to test hypotheses about what produces results. In addition, success depends on managing up as well as down. Achieving relaxation of budget rules, spending flexibility, and an ability to adapt plans to changing needs as the transformation takes hold requires the support of external stakeholders and authorizers. Moving to a nimble, responsive, results-based organization is the result of significant organizational learning. Learning takes time |
| 773 08 - HOST ITEM ENTRY | |
| Title | Public performance & management review |
| Related parts | 31, 4, p. 621-653 |
| Place, publisher, and date of publication | Armonk, NY : M.E. Sharp, June 2008 |
| International Standard Serial Number | ISSN 15309576 |
| Record control number | |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20090127 |
| Operator's initials, OID (RLIN) | 1327^b |
| Cataloger's initials, CIN (RLIN) | Tiago |
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