Suchergebnisse

As a measure to rectify the European Commission's "management deficit," the institution's authorities decided to introduce new forms of commission‐wide strategic planning and programming in 2000. Drawing on semistructured interviews with Commission officials, this article tracks the key turning points, trajectories, and outcomes of events within the implementation stage of this part of the Commission managerial reform. As an instrumental case study, the article begins to theorize the process of implementing public management policy change. Major conceptual issues addressed include how reform decisions serve to activate the social mechanism of actor certification and how actor conduct amplifies such certification. Actor certification provides a link from reform choices to organizational change. In this respect and others, the research argument contrasts and integrates social theory mind‐sets deriving from institutionalism and social interactionism (processualism) in line with research trends in historical sociology, organization science, and public management.

Formulates a post-bureaucratic conception of staff-line-overseer relations; experience in Minnesota.

This book attacks the conventional wisdom that bureaucrats are bunglers and the system can't be changed. Michael Barzelay and Babak Armajani trace the source of much poor performance in government to the persistent influence of what they call the bureaucratic paradigm—a theory built on such notions as central control, economy and efficiency, and rigid adherence to rules. Rarely questioned, the bureaucratic paradigm leads competent and faithful public servants—as well as politicians—unwittingly to impair government's ability to serve citizens by weakening, misplacing, and misdirecting accountability.How can this system be changed? Drawing on research sponsored by the Ford Foundation/Harvard University program on Innovations in State and Local Government, this book tells the story of how public officials in one state, Minnesota, cast off the conceptual blinders of the bureaucratic paradigm and experimented with ideas such as customer service, empowering front-line employees to resolve problems, and selectively introducing market forces within government. The author highlights the arguments government executives made for the changes they proposed, traces the way these changes were implemented, and summarizes the impressive results. This approach provides would-be bureaucracy busters with a powerful method for dramatically improving the way government manages the public's business.Generalizing from the Minnesota experience and from similar efforts nationwide, the book proposes a new paradigm that will reframe the perennial debate on public management. With its carefully analyzed ideas, real-life examples, and closely reasoned practical advice, Breaking Through Bureaucracy is indispensable to public managers and students of public policy and administration

Este trabalho trata de uma nova abordagem, na forma e no conteúdo, de desenvolver a prática profissional de gestores públicos orientada por design, elaborada pelo prof. Michael Barzelay, objeto de seu último livro "Public management as a design-oriented professional discipline" (2019). Relata a forma como esta abordagem foi colocada em prática na Escola Nacional de Administração Pública (ENAP) do Governo Federal do Brasil entre 2016 e 2019 e os resultados positivos decorrentes para os participantes. Foi possível comparar os efeitos da abordagem nas turmas que a adoraram com os das turmas que não a adotaram. Uma avaliação econométrica e qualitativa do programa revelou efeitos positivos da abordagem relacionados à transferência de aprendizados, capacidade de estruturar problemas complexos e desenvolvimento de soluções colaborativas.