Crisis as change strategy in public organizations

2008 ◽  
Vol 74 (1) ◽  
pp. 65-77 ◽  
Author(s):  
Claude Rochet ◽  
Olivier Keramidas ◽  
Lugdivine Bout
Keyword(s):  
Organizational Change ◽  
Performance Evaluation ◽  
Public Sector ◽  
Case Studies ◽  
Public Organizations ◽  
Change Strategies ◽  
Change Strategy ◽  
The Public ◽  
The Common ◽  
Common Vision

According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. Then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. Points for practitioners The public sector is commonly said to be change-resistant. Through case studies we prove this opinion to be false and that change aptitudes are identical to other organizations. We emphasize crises that provide particular opportunities that allow us to offset the absence of performance evaluation and the lack of feedback from the market, and we underline possible change strategies.

scholarly journals Designing zero-based budgeting for public organizations

2019 ◽  
Vol 17 (2) ◽  
pp. 323-333
Author(s):  
Mukdad Ibrahim
Keyword(s):  
Performance Evaluation ◽  
Public Sector ◽  
Case Studies ◽  
Critical Review ◽  
Public Organizations ◽  
Non Profit ◽  
Actual Experience ◽  
Non Profit Organizations ◽  
And Performance

Several systems of budgeting have been introduced into practice over the last fifty years. While more popular budgeting systems such as incrementalism and Planning Programming Budgeting Systems (PPBS) have seen continued popularity and resilience as budgeting systems, zero-based budgeting (ZBB) has experienced a resurgence in popularity, as governments and public organizations alike seek to control wasteful spending within their departments. The aim of this article is to provide users with a step-by-step guide to designing zero-based budgeting for public organizations. This article begins by describing the foundations of zero-based budgeting, as well as providing a brief comparative exploration of ZBB alongside other contemporary budgeting systems. To gain a deeper understanding of zero-base budgeting and the potential, as well as the drawbacks that this type of budgeting system holds, this paper examines the actual experience of several organizations that have implemented the zero-based budgeting method. This is accomplished by conducting a critical review of all the research and case studies that have been conducted on this topic. It is the hope of the author that both public sector and non-profit organizations will benefit from the findings of this paper when considering the implementation of their own zero-based budgeting, resulting in better planning and performance evaluation.

scholarly journals Identifying Strategies for Managing Critical Success Factors of BPM initiatives in Brazilian Public Organizations

2014 ◽  
Author(s):  
Higor M. Santos ◽  
Carina F. Alves ◽  
George F. Santos ◽  
André L. Santana
Keyword(s):  
Public Sector ◽  
Focus Group ◽  
Business Process ◽  
Business Process Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Process Management ◽  
Public Organizations ◽  
The Public ◽  
Critical Success

Business Process Management involves theoretical and operationalelements from different areas, being a multidisciplinary field. In previousstudies, we identified critical success factors of BPM initiatives in BrazilianPublic Organizations. In this work, we intend to investigate how to managethese factors. To achieve this goal, we performed a focus group with fiveprofessionals with experience in BPM initiatives within the public sector. Themain contribution of this study is to fill the gap in the literature concerningcritical success factors for BPM initiatives in public organizations.

Racialized Emotional Labor: An Unseen Burden in the Public Sector

2021 ◽  
pp. 009539972110375
Author(s):  
Nicole M. Humphrey
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Emotional Labor ◽  
Racial Bias ◽  
Public Organizations ◽  
People Of Color ◽  
Future Research ◽  
The Public

Discussions of race have often been on the periphery emotional labor scholarship. This piece considers the link between race and emotional labor, arguing that racial bias in public organizations creates disparities in emotional labor among employees. To make this argument, this piece explores white normativity in public administration and the implications this has for people of color when managing their emotions at work. Following this discussion, the article identifies key themes from the literature, before providing a framework for future research on emotional labor and race.

The Relationship between Disability Non-Discrimination Law and Quota Schemes

2019 ◽  
pp. 94-117
Author(s):  
Lisa Waddington
Keyword(s):  
Public Sector ◽  
Common Law ◽  
Civil Law ◽  
People With Disabilities ◽  
Public And Private ◽  
The Public ◽  
The Common ◽  
Public And Private Sector ◽  
The Relationship

This chapter explores the relationship between disability quota schemes and non-discrimination law in Europe. While at first sight they seem to sit uneasily beside each other, the chapter reveals how, in some instances, quota schemes can serve to facilitate compliance with non-discrimination legislation. At the same time, the chapter explores seeming incompatibilities between the two approaches and considers whether there are differences between common and civil law jurisdictions in this respect. Tentative conclusions suggest that there is a greater willingness to establish quota schemes through legislation in civil law jurisdictions compared to common law jurisdictions, and that quota schemes in civil law jurisdictions are more likely to provide for the imposition of a levy in the case that employers fail to meet their quota obligations through employing the required number of people with disabilities. There also seems to be some indication that there is greater awareness of the potential for conflict or tension, in various forms, between non-discrimination law and quota schemes in common law jurisdictions than in civil law jurisdictions. Finally, the two schemes operating in the common law states are only applicable to the public sector—whilst in civil law states quotas are generally applied to both public and private sector employers. This may indicate different perceptions regarding the role of public sector employers and the legitimacy of imposing quota requirements.

The Practical Challenges of Implementing Algorithmic Regulation for Public Services

2019 ◽  
pp. 150-177
Author(s):  
Alex Griffiths
Keyword(s):  
Higher Education ◽  
Risk Assessment ◽  
Health Care ◽  
Public Sector ◽  
Case Studies ◽  
Risk Prediction ◽  
Public Services ◽  
The Public ◽  
Regulatory Domains ◽  
Limited Effectiveness

This chapter focuses on one particularly salient application of algorithmic regulation in the public sector—for the purposes of risk assessment to inform decisions about the allocation of enforcement resources, focusing on their accuracy and effectiveness in risk prediction. Drawing on two UK case studies in health care and higher education, it highlights the limited effectiveness of algorithmic regulation in these contexts, drawing attention to the pre-requisites for algorithmic regulation to fully play to its predictive strengths. In so doing, it warns against any premature application of algorithmic regulation to ever-more regulatory domains, serving as a sober reminder that delivering on the claimed promises of algorithmic regulation is anything but simple, straightforward or ‘seamless’.

scholarly journals The state of heritage and cultural property policing in England & Wales, France and Italy

2018 ◽  
Vol 17 (4) ◽  
pp. 441-460 ◽  
Author(s):  
John Kerr
Keyword(s):  
Public Sector ◽  
Case Studies ◽  
Empirical Research ◽  
21St Century ◽  
Cultural Knowledge ◽  
The State ◽  
Cultural Property ◽  
The Public ◽  
The World ◽  
Cultural Economies

Presenting a large threat to irreplaceable heritage, property, cultural knowledge and cultural economies across the world, heritage and cultural property crimes offer case studies through which to consider the challenges, choices and practices that shape 21st-century policing. This article uses empirical research conducted in England & Wales, France and Italy to examine heritage and cultural property policing. It considers the threat before investigating three crucial questions. First, who is involved in this policing? Second, how are they involved in this policing? Third, why are they involved? This last question is the most important and is central to the article as it examines why, in an era of severe economic challenges for the governments in the case studies, the public sector would choose to lead policing.

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