| 000 | 01610naa a2200169uu 4500 | ||
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| 001 | 9012713274710 | ||
| 003 | OSt | ||
| 005 | 20190211164607.0 | ||
| 008 | 090127s2009 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aSANGER, M. Bryna _936038 |
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| 245 | 1 | 0 |
_aGetting to the roots of change : _bperformance management and organizational culture |
| 260 |
_aArmonk, NY : _bM.E. Sharp, _cJune 2008 |
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| 520 | 3 | _aTransforming 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 | 0 | 8 |
_tPublic performance & management review _g31, 4, p. 621-653 _dArmonk, NY : M.E. Sharp, June 2008 _xISSN 15309576 _w |
| 942 | _cS | ||
| 998 |
_a20090127 _b1327^b _cTiago |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28067 _d28067 |
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| 041 | _aeng | ||