A Framework for Individual Management Development in the Public Sector

1995 ◽  
Vol 24 (1) ◽  
pp. 53-65 ◽  
Author(s):  
Milano Reyna ◽  
Ronald R. Sims
Keyword(s):  
Public Sector ◽  
Management Development ◽  
Lessons Learned ◽  
Development Plan ◽  
The Public ◽  
Public Sector Organizations ◽  
Development Area

This article highlights an individual management development plan (IMDP) that public sector organizations may use to increase the effectiveness and success of their management development efforts. The IMDP discussion in this article also incorporates lessons learned from the tools, techniques and programs developed to date in the management development area.

scholarly journals Videoconferencing Psychotherapy in the Public Sector: Synthesis and Model for Implementation

10.2196/14996 ◽  
2020 ◽  
Vol 7 (1) ◽  
pp. e14996 ◽  
Author(s):  
Samuel David Muir ◽  
Kathleen de Boer ◽  
Neil Thomas ◽  
Elizabeth Seabrook ◽  
Maja Nedeljkovic ◽  
...  
Keyword(s):  
Mental Health ◽  
Public Sector ◽  
Mental Health Professionals ◽  
Service Providers ◽  
Lessons Learned ◽  
Unique Challenge ◽  
Implementation Challenges ◽  
The Public ◽  
Public Sector Organizations ◽  
The Military

Background Videoconferencing psychotherapy (VCP) is a growing practice among mental health professionals. Early adopters have predominantly been in private practice settings, and more recent adoption has occurred in larger organizations, such as the military. The implementation of VCP into larger health service providers in the public sector is an important step in reaching and helping vulnerable and at-risk individuals; however, several additional implementation challenges exist for public sector organizations. Objective The aim of this study was to offer an implementation model for effectively introducing VCP into public sector organizations. This model will also provide practical guidelines for planning and executing an embedded service trial to assess the effectiveness of the VCP modality once implemented. Methods An iterative search strategy was employed, drawing on multiple fields of research across mental health, information technology, and organizational psychology. Previous VCP implementation papers were considered in detail to provide a synthesis of the barriers, facilitators, and lessons learned from the implementation attempts in the military and other public sector settings. Results A model was formulated, which draws on change management for technology integration and considers the specific needs for VCP integration in larger organizations. A total of 6 phases were formulated and were further broken down into practical and measurable steps. The model explicitly considers the barriers often encountered in large organizational settings and suggests steps to increase facilitating factors. Conclusions Although the model proposed is time and resource intensive, it draws on a comprehensive understanding of larger organizational needs and the unique challenge that the introduction of VCP presents to such organizations.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

Social Inclusion and OmbudsOffice Websites in Canada

2014 ◽  
pp. 199-214
Author(s):  
Stewart Hyson
Keyword(s):  
Public Sector ◽  
Digital Technology ◽  
Social Inclusion ◽  
The Internet ◽  
Online Information ◽  
The Public ◽  
Public Sector Organizations ◽  
Independent Mechanism

The Internet and digital technology provide great potential for public sector organizations to broaden their scope of social inclusion and thereby better serve the populace. This is especially the case of the Ombudsman institution that exists to provide the public with an independent mechanism through which members of the public may seek redress of grievances of alleged administrative wrongdoings. However has the potential of what has been a reality in Canada been realized? This chapter takes a user's approach to depict what users find when they go online to lodge complaints with OmbudsOffices, both federally and provincially in Canada. For the most part, Canadian OmbudsOffices have been relatively conservative by placing online information that is also found in printed format.

Cloud Computing Applications in the Public Sector

2019 ◽  
pp. 1241-1272
Author(s):  
Amir Manzoor
Keyword(s):  
Cloud Computing ◽  
Public Sector ◽  
Data Privacy ◽  
State Of The Art ◽  
Specific Recommendation ◽  
Regulatory Issues ◽  
The Public ◽  
Cloud Adoption ◽  
Digital Services ◽  
Public Sector Organizations

Cloud computing brings key advantages to the governments facing conflicting IT challenges. However, the cloud paradigm is still fragmented and concerns over data privacy and regulatory issues presents significant barriers to its adoption. Cloud computing is expected to provide new ways to run IT in public sector. At the same time, it presents significant challenges for governments, and to make the most of cloud, public sector organizations need to make some important decisions. Governments planning to migrate to the cloud are actively moving to harness digital services but with different focus, reasons, and strategy. However, the degree of cloud adoption by the public sector around the globe varies significantly. Most governments are piloting cloud computing but there are huge differences between each country. This chapter explores the state of the art of cloud computing applications in the public sector; various implications and specific recommendation are also provided.

Management Information Systems in the Public Sector

2013 ◽  
pp. 157-173 ◽  
Author(s):  
Richard Heeks
Keyword(s):  
Information Systems ◽  
Public Sector ◽  
Management Information Systems ◽  
Monitoring And Control ◽  
Management Information ◽  
The Public ◽  
Public Sector Organizations ◽  
Monitoring And Control Systems ◽  
And Control ◽  
The Relationship

Management information systems (MIS) are fundamental for public sector organizations seeking to support the work of managers. Yet they are often ignored in the rush to focus on ‘sexier’ applications. This chapter aims to redress the balance by providing a detailed analysis of public sector MIS. It first locates MIS within the broader management monitoring and control systems that they support. Understanding the broader systems and the relationship to public sector inputs, processes, outputs and outcomes is essential to understanding MIS. The chapter details the different types of reports that MIS produce, and uses this as the basis for an MIS model and a description of the decision-making benefits that computerized MIS can bring. Finally, the chapter describes generic public sector MIS that address internal government transactions, public administration/ regulation, and public service delivery. Real-world examples of all types are provided from the U.S., England, Africa, and Asia. <BR>

Drivers of Cloud Computing Adoption for E-Government Services Implementation

2015 ◽  
Vol 6 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Fathey Mohammed ◽  
Othman Bin Ibrahim
Keyword(s):  
Cloud Computing ◽  
Public Sector ◽  
Information And Communication Technologies ◽  
Public Management ◽  
Cost Effective ◽  
The Public ◽  
Cloud Computing Adoption ◽  
Public Sector Organizations ◽  
Provision Of Services ◽  
Governmental Institutions

Adopting and using Information and Communication Technologies (ICTs) in the public sector affords undeniable benefits in terms of efficient and cost-effective provision of services, facilitating public management and promoting transparency and participation through e-government systems. However, many governments around the globe face many challenges and still struggle to implement e-government initiatives successfully. Cloud computing may offer a new chance to address many of these challenges by providing elastic scalable, customized, and highly available environment. Moreover, it is already adopted and proved to be advantageous for governmental institutions in different countries. By analyzing some cases, this paper extracts the main drivers of cloud computing adoption in the public sector organizations. Cost saving and the need for scalability are the main common factors that drive public sector organizations to move their services to the cloud.

scholarly journals Prosocial Motivation of Private Sector IT Professionals Joining Government

2019 ◽  
pp. 0734371X1988605
Author(s):  
Ines Mergel ◽  
Nicola Bellé ◽  
Greta Nasi
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Work Motivation ◽  
Self Determination Theory ◽  
It Professionals ◽  
The Public ◽  
Government Organizations ◽  
Prosocial Motivation ◽  
Public Sector Organizations ◽  
Comprehensive Framework

Attracting highly skilled IT talent has become a priority and an immense burden for government organizations—especially when they have other—higher paying—employment opportunities. We set out to explore why IT professionals choose a government job to make an impact on society. We aim at disentangling the effects of different types of motives, such as extrinsic, intrinsic, and other-oriented motivational forces on the decision to accept a challenging government IT job. We use self-determination theory (SDT) to analyze publicly available statements of former private sector IT professionals reporting their reason for joining 18F. Our study is one of the first attempts to use SDT as a comprehensive framework for conducting qualitative research into work motivation in the public sector. We shed light on the conceptual and empirical distinctiveness of motives, behaviors, and perceptions of prosocial impact, which are often lumped together in the public service motivation (PSM) literature. We contribute novel empirical evidence to a nascent stream of research that uses SDT to disentangle the intrinsic, prosocial, and purely extrinsic motives that drive individuals’ decisions to join public-sector organizations.

Government E-Procurement through the Internet

2011 ◽  
pp. 901-905 ◽  
Author(s):  
C. G. Reddick
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
The Internet ◽  
Value For Money ◽  
Radical Process ◽  
The Public ◽  
Electronic Procurement ◽  
Public Sector Organizations ◽  
Conflicting Goals ◽  
Transparency And Accountability

Electronic procurement (e-procurement) is one business-to-government e-commerce venture that can benefit from the Internet. Government e-procurement is different from private sector e-procurement because of concepts such as value for money, transparency and accountability, which may be considered the main benefits for the public sector. Public sector organizations have to meet multiple, often conflicting goals, and they are subject to constraints of a financial, legal, contractual, personnel and institutional nature. In addition, radical process changes from e-procurement can only be achieved with deep changes in bureaucratic practices. These changes cannot normally be achieved without either changes in the law or privatization (Panayiotou, Gayialis, & Tatsiopoulos, 2004).

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