000			01641naa a2200193uu 4500
001			7152
003			OSt
005			20190211154221.0
008			020923s2005 xx ||||gr |0|| 0 eng d
100	1		_aHALL, Mark _94542
245	1	0	_aU.K. public sector project management : _ba cultural perspective
260			_c2002
520	3		_aThe U.K. government is striving to introduce a value-oriented perspective within public managemente, especially in regard to major capital expenditure, by promoting closer ties to private sector suppliers. The emphasis is effective service delivery rather than asset ownership (e.g., on educated, healthy people rather than procurement of school and hospital buildings or state provision of personnel), meaning public managers are directly accountable for service performance. Resulting partnerships between public sectors demand a fundamental change to the worldview of U.K. civil servants. Relationship building, user consultation, ongoing performance assessment such as benchmarking, direct accountability, and flatter organizational structures have replaced traditional modes of accountability and operatio. This article explores the cultural influences on the role of the project sponsor in delivering on these aims. It seeks to understand how these cultural influences affect the project sponsor's ability to deliver a project on time, within budget, and of the right quality
700	1		_aHOLT, Robin _916672
773	0	8	_tPublic Performance & Management Review _g25, 3, p. 298-312 _d, 2002 _w
942			_cS
998			_a20020923 _bLucima _cLucimara
998			_a20060511 _b1539^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7308 _d7308
041			_aeng