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CHAPTERCHAPTER 1010
Information Technology,the Internet, and
Management Reform
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Beginning with the PC revolution in the early 1980s, whenpersonal computers started to appear in every office (notto mention every home) , IT has been a central part in thedrive to increase public and nonprofit performance. Yet, inthe age of reform, IT was transformed from being a toolfor enhancing productivity to a metaphor for the very wayin which we organize. We began to view ourselves as actorsin wired organizations, and citizens in a growing web of
e-public administration.
By the beginning of the twenty-first century, thetransformation of the Internet, which began as anelectronic network of researchers and scholars into aglobal, online community, supported our change inperspective. We could, in real time, have a virtual chatwith colleagues around the world on matters of publicpolicy, exchange insights on common challenges, or swapinformation relating to management innovations .
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Governments and nonprofit agencies soon turned to online
resources for many of their core functions( economic
development, human and social service delivery, health
care, and engagement with citizens ).
Electronic Organizations:
Intranets, e-mail, and other networking have allowed, or
in some cases forced, agencies to transform work processes
and integrate strategies for meeting public objectives. IT
can make teams more effective, and teams can help fulfill
the promise of information technology. Together, teams
and new information technology can catalyze dramaticimprovements in organizational performance. (Mankin,
Cohen, and Bikson 1996 )
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New technologies are alleviating the headaches of doing
business with the government by enabling citizens to do
much of the work themselves.
Until recently (in USA and Europe) , whether a citizen
needed to register an automobile or obtain a social security
card, it meant a harrowing day of hustling between
agencies and waiting for a number to be called. But intodays wired age, citizens are beginning to help
themselves.
Experts say electronic government is unique because both
parties can reap benefits. Consumers profit from increasedgovernment accessibility and faster response time, while
governments can cut costs and improve reliability.
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Government one day may resemble a neighborhood
convenience store: one location that offers everything thecitizen needs from public agencies, anytime he or she needs
it.
Technology and the rise of the IT sector also have made
a significant impact in the philanthropic sector, opening
new doors for resource development and performance
measurement.
Some charities are now using their websites to receive
direct contributions, and many more are turning to e-mail
and other forms of electronic engagement to solicit giftsfrom the more e-savvy philanthropists.
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E- Governance
E-Government can be defined as the use of IT to provideinformation, deliver services, support organizational
management systems, and / or to offer opportunities for
dialogue and citizen input.
E-government includes government websites, pages, e-mails, and service delivery over the Internet. It can also
mean digital access to government information or
electronic licensing or payments.
But the most significant aspect of the public service in this
information age involves what they call a revolution in
governance , a dramatic shift in the methods by which
political and social power are organized and used
today( Dean & Stage, 2000,p.3 )
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While e-government offers many opportunities for better
information sharing, efficiency, and better service to
citizens, it also creates significant challenges:
1- Novelty the fact that electronic medium offers a very
wide range of fundamentally new possibilities for
governmental processes and operations;
2- Cooperation- it often requires new and unprecedented
levels of cooperation between agencies and organizations.
Novelty can make it difficult to choose among the vast
array of choices, some of which involve profound changes
in organizational processes, relationships, and culture. Interagency cooperation is also critical because the best
websites
Are designed around citizen needs, not agency structures.
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There are other challenges as well :
1- Budget restrictions make it difficult for many citizens or
even agencies to develop and maintain Web-based sites.
2- Access can also be limited for non-English-speaking or
disabled individuals.
3-Systems must be protected from viruses and hacking, also
sensitive information and transactions must besafeguarded so they are not revealed or used
inappropriately.
Despite these challenges and barriers of e-government, thebenefits of e-government are potentially great. In addition
to access to information and services, the Internet also
offers opportunities for new kinds of two-way
communication between citizens and governments.
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Human Resources, Innovation, and Performance
Whereas advanced technology can improve productivity
and performance, other improvements are possible
through more effective use of human and organizational
resources.`
Many historical techniques are often used in formal
productivity improvement programs. We will provide a
review of four techniques:
1- Management by Objectives (MBA)
2- Quality of Work-life / Job Enrichment
3- Quality Circles and Related Ideas
4- Incentive Programs
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1- Management By Objectives: It became especially popular in the late 1960s and through
the 1970s.
First, MBO assumes that the organization as a whole willbenefit by clarifying its broad-range goals and by targetingthe work of all organizational units and all individuals inpursuit of those goals.
Second, MBO assumes that all elements of theorganization, from top to bottom, will benefit fromestablishing realistic objectives each year and measuring
progress toward the objectives as the year goes by .
Third, MBO assumes that the process of establishing goalsand objectives should involve a broad spectrum oforganizational members, both to solicit the fullest range ofideas and to build patterns of effective communication andcommitment.
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2- Quality of Work-life / Job Enrichment
The QWL movement traces its ancestry back to thedevelopment of child labor laws, passage pf workers
compensation legislation, and more general concerns for
human relations arising in the 1930s.
For at least some QWL advocates, creating a workenvironment of high quality was even more important than
improving productivity.
Studies seemed to show that improving the quality of
work-life led to decreased absenteeism and turnover,greater job satisfaction, and greater commitment to the
organization and its goals all features that should
improve an organizations productivity as a whole.
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3- Quality Circles and Related Ideas
The quality circles concept has been widely used over thepast several decades. A quality circle is a small group of
people who do similar or connected work and meet
regularly to identify, analyze, and solve work-process
problems. Quality circles involve six to twelve employees,who are led by their first supervisor (team leader) and
assisted by a trained facilitator, usually from outside the
work unit. The circle chooses its own problems to work on
and approaches them through a structured , problem-
solving process. Resulting recommendations are usuallypresented to the team leaders immediate supervisor, who
in turn may carry the recommendations further up the
hierarchy.
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4- Incentive Programs
In addition to pay increases, there are several other types
of incentive plans that reward extraordinary performance.
The rewards are usually money, but they may sometimes
be non-monetary incentives such as merchandise or time
off. The incentives seek to reward increased output
(measured quantitatively), improved performance
(measured qualitatively), or improved behavior ( such as
reduced absenteeism or fewer accidents) ( Morley, 1986,)
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Innovation Amore recent strategy for improving productivity in public
and nonprofit organizations involves encouraging innovationby public servants. Unfortunately, although many managers
and consultants search for ways to innovate, the concept of
innovation tends to be one of the least understood in
management. Some view it simply as implementing some new
system or process within an organization or as improving the
business of government. Others appreciate innovation as away
of adding public value or serving more effectively in the public
interest. Most will agree, however, that at its core, innovation
involves challenging theprevailing wisdom
in management
theory and practice ( Light, 1998).
H. George Frederickson(2000) recently attempted to sort out
some of the different ways of thinking about innovation,
contrasting between managed innovation and sustaining
innovation.
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First, in managed innovation the primary driver of change
tends to be the visionary, with the main objectives being
productivity, efficiency, and the improving governments
bottom-line.
Sustaining innovation, on the other hand , involves as
much of a process of searching for questions as it does
searching for answers.
According to Light (1998), sustaining innovation begins
with removing barriers to excellence ; an ecosystem in
which an organizations innovativeness depends upon four
factors that ignite and sustain new ideas:
1- The external environment in which a given organizationexists.
2- Its internal structure.
3- Its leadership.
4- Its internal management systems (Light,1998).
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ReinventingGovernment
In the early 1990s, Osborne and Gaeblers (1992)
Landmark work, Reinventing Government, brought many
of the NPM principles to American shores. The authors
believed that public agencies had failed to keep pace with
changing conditions in the postindustrial society, withgovernment still attempting to respond to public issues
with a one-size-fits-all approach. A central theme in
reinvention is that only more entrepreneurial forms of
government will enable public administrators to effectivelydeal with problems and capitalize on opportunities in
contemporary society.
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To carry out the reform agenda, Osborne and Gaeblerprovide ten principles underlying reinvention and
public entrepreneurship:1. Catalytic government: steering rather than rowing.
2. Community owned government: empowering ratherthan serving.
3. Competitive government: injecting competition intoservice delivery.
4. Mission-driven government: transforming rule-drivenorganizations.
5. Results oriented government: funding outcomes, not
inputs.6. Customer-driven government: meeting the needs of the
customer, not the bureaucracy.
7. Enterprising government: earning rather thanspending.
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8. Anticipatory government: prevention rather than cure
9. Decentralized government: from hierarchy toparticipation and teamwork
10. Market-oriented government: leveraging change
through the market
The abovementioned principles serve as a new conceptual
framework for public administration
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CHAPTERCHAPTER 1111
The Future of theThe Future of the
Public ServicePublic Service
Challenges Facing The Public ServiceChallenges Facing The Public Service
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The challenges that will face those in the public service
over the coming years are substantial, for they not onlyrequire resolving important public-policy problems, but
resolving them in a way that restores and then maintains
public confidence.
The efforts to restore meaning and integrity to the public
service are much needed in all societies around the world,but they should be accompanied by a clear understanding
of several important trends in the field of Public Service.
So, what are the major trends worldwide that
those entering the public service in the nextdecades are likely to experience ?
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1- Economic Changes and Redefining
Government The Economy has been transformed in several ways from a
production base to a service base, from a national base to a
global base, and from a growing public commitment to a
limited commitment.
Trends such as privatization and contracting forspecific goods and services, also discretion in the use of
public authority and in spending of public funds , all
demand reshaping of the public service and raises serious
questions about equity and accountability in the
management of public programs.
Trends associated with the reform agendas in the public
and nonprofit sectors reflect more recent responses to our
changing social and economic condition.
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Citizenship, Public participation and creating a
government that does more with less may produce
harmful effects for issues of citizen engagement with theinstitutions of governance.
2- Globalization Understanding the activities of political and administrative
officials in other countries is important not only for those
who will spend part of their careers outside their country,
but also for those who will work at home. City managers
find that to be effective in local economic development
activities, they must be experts in international business.
So as we continue to live in our global village, we will be
challenged to deal with opportunities and threats that defy
national boundaries.
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3- Technology and Work Environment We have experienced a transformation in the public
workplace brought on by new forms of technology.
Pressure to integrate work processes and create more
flexible, networked organizations will continue to fuel the
drive for more effective forms of communicating andsharing information.
The Norwegian government has implemented a strategy to
achieve high levels of public access to the internet in
schools, libraries, home, and places of employment.
Of course, the most prevalent argument for technology is
the use of technology to enhance government performance.
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4- The Role of Citizens in the Government
Process
One of the contemporary trends in the public sector is thecitizens participation in the governance process and thenotion of civil society. More and more, public decisions aremade through meaningful interaction with citizens. Thismeans that citizens are playing an important role not as
recipients of government services but as contributors to thepolicies and programs that affect their lives.
Many public administrators view citizen participation as asource of tension. They associate civic engagement withpublic hearings, legal and administrative arbitration, and
other formal mechanism that tend to be time-consumingand highly confrontational.
The move to more direct forms of civic participation opensthe door for effective and responsible citizenship, but thosein government must be willing to listen and act in a
responsive manner.
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5- The Ethical Challenges Facing the
Public Service Beyond a view of public administration as a managerial or
a political concern, public administration today is
increasingly an ethical concern. What does that mean? It
means that public administrators must demonstrate intheir own actions the highest standards of behavior .
Beyond that, to see the public service as amoral and ethical
concern requires recognition that every action an
administrator takes involves an effort to discover or toclarify the public interest.
The future public servant will likely be both active in
policy development and responsive to the public interest.
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Commitment to democratic ideals involves concerns such
as responsiveness and involvement, but also commitment
to equity and justice. Public officials are still at the
forefront of dealing with the complex and difficult issues of
homelessness, poverty, and drug addiction. They certainly
should be able to pinpoint the failures of past policies, to
suggest alternatives, and to work actively toward
implementation with elected leaders. Indeed, they have a
moral responsibility to do so.