Managing Operations

2017 ◽  
Author(s):  
Zoe Radnor ◽  
Nicola Bateman
Keyword(s):  
Public Service ◽  
Operations Management ◽  
Public Services ◽  
Service Operations ◽  
Service Operations Management ◽  
The Public ◽  
Service Environment ◽  
The Past ◽  
The Future

This chapter aims to reflect on the past and present move of OM from manufacturing to service through analysis of key OM journals and recognition of practice before considering in more depth the future of OM in terms of the ‘fit’ for public services. It offers an analysis of ‘lean’ in public services. A philosophy and methodology much hailed as way to manage operations effectively. The review will present the prespective that uncritically applying manufacturing ideas to public service is flawed. It argues that adapting OM to the public service environment whilst, learning from existing thinking, should also recognise themselves as services, with the distinctive service operations management logic and managerial challenges that this implies. In conclusion, the chapter will state that managing operations across all sectors in the future should draw on a range of disciplines, theory and concepts.

Transforming Public Service for Effective Integrated Implementation of the 2030 Agenda for Sustainable Development

2016 ◽  
Vol 1 (1) ◽  
pp. 23-53
Author(s):  
John-Mary Kauzya
Keyword(s):  
Sustainable Development ◽  
Transformational Leadership ◽  
Public Service ◽  
Sustainable Development Goals ◽  
Public Services ◽  
Service Operations ◽  
The Public ◽  
2030 Agenda ◽  
Essential Services ◽  
Development Goals

In this paper, the author provides a synopsis of the 2030 Agenda for Sustainable Development and the 17 Sustainable Development Goals adopted by world leaders in September 2015. He argues that in order for this agenda to be implemented and the goals to be achieved, countries will need to transform their public services and develop their capacity to deliver critical essential services equitable and effectively. The paper further argues that transforming the Public Service will need a transformational leadership even if transactional and even bureaucratic leadership are necessary as well. The paper also gives some aspects of what a transformed public service would look like in light of the 2030 Agenda, arguing that the characteristics of the transformed public service should be viewed in light of putting people at the centre of the Public Service operations and leaving no one behind in the provision and consumption of services.

scholarly journals Analisis Kepuasan Masyarakat terhadap Pelayanan Publik Pemberian Izin Mendirikan Bangunan di Kota Jayapura (Suatu Studi di Dinas Penanaman Modal dan Perizinan Terpadu Satu Pintu)

2020 ◽  
Vol 006 (03) ◽  
pp. 457-465
Author(s):  
Ni Luh Putu Nia Ariastuti
Keyword(s):  
Public Service ◽  
Public Services ◽  
Qualitative Approach ◽  
The Public ◽  
Service Environment ◽  
Satisfaction Index ◽  
Descriptive Research ◽  
Service Fairness

This studi aims to analyze the Public Satisfaction of Public Service Providing IMB in Jayapura City. Researchers analyzed using 14 indicators based on the KEPMENPAN regulation Number 25 of 2004 concerning Guidelines for Preparation of Comunnity Satisfaction Index consisting of service procedure, service requirements, clarity of service officers, discipline of service officers, responsibility of officers, ability of officers, speed of service, fairness of service, courtesy and friendliness of staff, the fairness of costs, certainty of costs, certainty of schedule, comfort of the environment and security of service. As for the type of research used is descriptive research with a qualitative approach. The results showed that 14 indicators of SMIs used 5 of them identified the quality of public services in the DPMPTSP Jayapura City including service requirements, service ability, speed of service, certainty of schedule and comfort of the service environment. For this reason, there is still a need to improve and improve the quality of public services in DPMPTSP Jayapura City.

scholarly journals New Zealand Public Service Response to Covid-19

2021 ◽  
Vol 17 (1) ◽  
Author(s):  
Hannah Cameron
Keyword(s):  
New Zealand ◽  
Public Service ◽  
Leadership Roles ◽  
Public Servants ◽  
The Public ◽  
Human Motivation ◽  
The Past ◽  
The Future ◽  
The Right ◽  
Service Change

The New Zealand public service faced an unprecedented challenge in 2020. The focus of this article is on what the Covid-19 experience can tell us about the strengths of the public service, and whether the course that we have set for the future, enshrined through the Public Service Act 2020, is the right one. The established directions of public service change helped the Covid response: functional leadership made a definite contribution; dispersed leadership roles proved their worth; the deepening experience of inter-agency collaboration over the past decade cannot be proved to have contributed, but it seems reasonable to conclude that it did. Public servants proved willing to behave as participants in a single service rather than employees of a single agency, living up to the more complete view of human motivation reflected in the Public Service Act. The article concludes with some observations on the importance of interoperability for the future public service, and on the implications the strong Mäori response to Covid-19 may have for the public service of the future.

scholarly journals The Bias of Mediatization: Utopia in Charlottesville

2019 ◽  
Vol 3 ◽  
pp. 69
Author(s):  
Nikola Mlađenović
Keyword(s):  
Public Service ◽  
The Public ◽  
Commercial Media ◽  
The Past ◽  
The Enlightenment ◽  
The Future ◽  
The Media ◽  
Media Logic

<p>The paper reconstructs Harold innis’ idea of media’s bias. It is argued that media construct a view of the future in line with temporalized Platonism that excludes people that belong to the past. The clash of statues and media in Charlottesville presented mediatization as a progressive but not dialectical force. Statues and media did not check each other’s biases. Media embody the confrontation of authority and publicity (Habermas) or the Enlightenment and Absolutism (Koselleck). After the neoliberal commercialization, the Enlightenment acquired the form of utopian future that confronts the media logic against conservative forces. The truth is constructed according to the prescribed future. Trump blamed all, in accordance with the Absolutist principle. Commercial media professionalism stood by its Enlightenment origins and accused Trump of revitalizing forces of the past. Because most citizens were against taking down the statues, commercialized media logic was less receiver steering than the public service media.</p>

Public Service Commissions in the Federation of Malaya

1961 ◽  
Vol 20 (2) ◽  
pp. 181-196 ◽  
Author(s):  
Robert O. Tilman
Keyword(s):  
Public Service ◽  
Public Services ◽  
Essential Feature ◽  
Institutional Framework ◽  
Political Factors ◽  
The Public ◽  
The Future

It is an essential feature of merit bureaucracy that there must exist within the institutional framework of government some method of guaranteeing that fixed standards of recruitment, promotion, and discipline are applied without discrimination to all members, or potential members, of the public services. In the Federation of Malaya, as in most Commonwealth countries, institutional machinery intended to satisfy this requirement of merit bureaucracy takes the form of public service commissions. It is the purpose of this study to trace the development of these institutions in Malaya, to outline briefly the organization, composition, and procedures of the commissions, to point out social and political factors in Malaya which affect the application of the principles underlying the institutional machinery, and to comment on the future of the service commissions in the Federation.

KEPATUHAN PENYELENGGARA PELAYANAN PUBLIK DALAM PELAKSANAAN REKOMENDASI OMBUDSMAN REPUBLIK INDONESIA TERKAIT TINDAKAN MALADMINISTRASI TAHUN 2019

2020 ◽  
Vol 18 (1) ◽  
pp. 51-69
Author(s):  
Muhammad Fachry Dharmawan ◽  
Robinsar Marbun
Keyword(s):  
Public Service ◽  
Public Services ◽  
Service Process ◽  
The Public ◽  
The Future ◽  
Service Institution ◽  
The Republic ◽  
Direct Investigation

Public services are the key to running a perfect government in the framework of the obligation to serve its citizens. In practice, we often encounter complicated problems from the start to the end. So that this bureaucratic process becomes long, inefficient, and expensive. A fast and precise process is needed so that the public service process will be better in the future. One of the causes of not optimal public services in Indonesia is due to inadequate supervision of internal government. Finally, supervisory agencies have become important in their existence in Indonesia, both for direct investigation and following up on reports from the public. After conducting an investigation, the Ombudsman of the Republic of Indonesia will issue a recommendation if it is proven that the public service institution has committed maladministration. However, many question whether these recommendations are being followed. Then whether the recommendation is sufficient as a sanction for maladministration is still in question. This certainty is important to ensure that the government's performance remains prime and fully pro-people.  Keywords : Public Services, Bureaucracy, Public Service Supervisory Agency, Maladministration

On Westminster

2017 ◽  
Author(s):  
R. A. W. Rhodes
Keyword(s):  
Public Service ◽  
Comparative Politics ◽  
Textual Analysis ◽  
Public Services ◽  
Primary Sources ◽  
Area Studies ◽  
The Public ◽  
Parliamentary Government ◽  
British Commonwealth

This chapter is not an example of comparative politics but of area studies, a field that is descriptive, cultural, historical, and contextual, seeking to analyse a country or region. The chosen area is the dominion countries of the British Commonwealth. The chosen method is the textual analysis of primary sources: speeches, writings, evidence to inquiries, and interviews by heads of the public services. This chapter analyses how the heads of the public services articulate the traditions of ‘constitutional bureaucracy’ found in Westminster systems of parliamentary government and selectively draw on past understandings to understand present-day changes. It describes traditions under challenge that reshape reforms as reforms reshape them. In each case, it is not a question of ‘in with the new, out with the old’, but of ‘in with the new alongside key components of the old’. The myths and legends of yore remain germane to the modern public service.

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