Getting to the roots of change : performance management and organizational culture
By: SANGER, M. Bryna
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ArticlePublisher: Armonk, NY : M.E. Sharp, June 2008Public performance & management review 31, 4, p. 621-653Abstract: 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
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
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