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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000003676735 | JK421 O83 1997 | Open Access Book | Book | Searching... |
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Summary
Summary
If you want to help your city save more without cutting service levels, as Indianapolis did; if you need to do more with half the staff, as New Zealand's state-owned enterprises did; if you want to double the effectiveness of your organization, as the U.S. tactical Air Command did--read this book.In the pages of Banishing Bureaucracy, David Osborne, coauthor of the New York Times bestseller Reinventing Government, and Peter Plastrik, one of the most respected innovators to come out of state government in the past decade, provide a road map by which reinventors and political thinkers of all persuasions can actually make "reinvention" work.Reinvention is not just another word for reform, nor is it synonymous with downsizing, or privatization, or simply cutting waste and fraud. It is about something much deeper, something tantamount to changing the very "DNA" of public organizations so that they habitually innovate, continually improving their performance without having to be pushed from outside. It is about building an entrepreneurially minded public sector with a built-in drive to improve--what some would call a self-renewing system.Obviously, this is complex work that requires careful strategy, and that is just what Banishing Bureaucracy provides. David Osborne and Peter Plastrik lay out what they call the "Five Cs" for successfully reinventing public organizations:The Core Strategy, to help them create clarity of purpose.The Consequences Strategy, to introduce consequences for their performance.The Customer Strategy, to make them accountable to their customers.The Control Strategy, to empower organizations and their employers to innovate.The Culture Strategy, to change the habits, hearts, and minds of public employees.Drawing on a rich base of American and international case-studies, Banishing Bureaucracy delivers the battle-tested, strategic thinking that has proved itself around the globe, in every area of government--from national to local, from defense to day care.
Reviews 2
Publisher's Weekly Review
Osborne, a consultant to local, state and foreign governments, virtually started a national movement with his 1992 bestseller, Reinventing Government (coauthored with Ted Gaebler). Expanding on that handbook's prescriptions for decentralizing authority, benchmarking performance and competitive public-versus-private bidding on government services, he and Plastrik, a Michigan public-sector consultant, have produced an immensely useful manual for transforming unresponsive government bureaucracies-local, state or national-into entrepreneurial systems open to innovation and change. They amplify their five core strategies-clarifying purpose; creating incentives through markets and competition; improving accountability via customer involvement; redistributing power through the hierarchy; nurturing a new culture-with a wealth of case material ranging from Indianapolis's saving of more than $100 million over seven years to Margaret Thatcher's overhaul of Britain's education, health care, unions and public agencies to kindred programs in Canada, Australia and New Zealand. More ambitiously, the authors set forth a heady vision of community empowerment, whereby citizens organize as residents, neighborhood associations, nonprofits and business groups to run schools, housing developments and planning functions. (Feb.) (c) Copyright PWxyz, LLC. All rights reserved
Library Journal Review
In this volume, Osborne, coauthor of Reinventing Government (Addison-Wesley, 1992), and Plastrik, a Michigan political strategist, assess the "reinvention" movement and recommend five strategies to institutionalize the process. Using examples from the United States, Canada, the United Kingdom, Australia, and New Zealand, they recommend clarifying organizational purposes, creating consequences for organizational performance, becoming customer-driven, empowering workers and communities, and developing an "entrepreneurial culture." The authors also respond to the growing criticism of the "reinvention" movement, acknowledging that the term has often been misunderstood and misapplied. Like Reinventing Government, this volume will fuel the debate over government reform. Essential for specialists in public administration, government officials, and informed lay readers.William L. Waugh, Georgia State Univ., Atlanta (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
