scholarly journals STRATEGIC AND OPERATIONAL FOCUS OF HEALTH PREVENTION IN PRIVATE AND PUBLIC SECTOR ORGANISATIONS

2021 ◽  
Vol 2 ◽  
pp. 62-74
Author(s):  
Juliane Meixner
Keyword(s):  
Public Sector ◽  
Corporate Culture ◽  
Business Processes ◽  
Social Research ◽  
Survey Design ◽  
Team Leadership ◽  
Risk Assessments ◽  
Successful Implementation ◽  
Health Prevention ◽  
The Public

In this paper, with a view to the high levels of absence due to sickness and presenteeism, it is explored how management and team leadership can be integrated on a more sustained basis in health prevention. Private sector enterprises on one hand, and organisations in the public sector, on the other, pursue and prioritise in this aspect different approaches, which are traceable to their different traditions. Specifically in Germany in the public sector, the principle of due care has had a long tradition that grows out of social responsibility, which contrasts with the perspective of commercial enterprises that emphasises the economic aspect. The study undertakes to determine the particular strengths of each of the sectors and to demonstrate their different approaches. The examination refers in its methodology to qualitative social research. In the systemically structured survey design, Seventy six experts were approached with questions concerning different aspects such as corporate culture, business processes, organisational integration, qualification, risk assessments, and concrete actions in health prevention. Complementary to the expert survey, documents such as corporate guidelines and policies, management tools, results from risk assessments and employee surveys or quality offensives were referred to. This analysis supplied insights on how the declared health prevention policies in an organisation can be effectively implemented at the strategic and operational level in corporate culture and leadership culture with a long-term continuity, and which organisational prerequisites in the corporate hierarchy and corporate decision making and business processes may reinforce and sustain successful implementation of health prevention. Of particular importance in the process is operative management. For the sake of effective team involvement in own and team-specific health prevention, an eight-stage team feedback was devised, which includes elements of self-reflection and perception by others in an iteratively structured process.

scholarly journals The Influence of Strategic Leadership on Building Employees’ Entrepreneurial Orientation: A Field Study at the Jordanian Public Sector

2017 ◽  
Vol 10 (6) ◽  
pp. 62
Author(s):  
Sahar Mohammad Abu Bakir
Keyword(s):  
Public Sector ◽  
Entrepreneurial Orientation ◽  
Change Agent ◽  
Strategic Leadership ◽  
Successful Implementation ◽  
Continuous Control ◽  
The Public ◽  
Governmental Organizations ◽  
The Impact

The public sector in Jordan is confronting many problems; reports show that citizens are not contented with the number and quality of current services. Consequently; persistent initiatives to uphold the sector performance took place at all levels, relying on the inventive employees and leadership to achieve the intended improvement. So this study seeks to test the impact of strategic leadership (charismatic, visionary, change agent and servant) on building entrepreneurial orientation (proactiveness, innovativeness and risk taking) in Jordanian public sector employees.A random sample was selected of 500 employees working at health, education, agriculture and other service governmental organizations. To obtain the required results multiple regression was calculated using (21) SPSS version.It was found that the charismatic, change agent, servant styles positively influence employees proaciveness, with no influence on the other two entrepreneurship dimensions. While visionary style has no significant influence on all entrepreneurship dimensions. However the public sector reform is achievable, through comprehensive strategies, successful implementation, and effective continuous control. Innovative departments need to be established and financed away from bureaucratic environments.

E-Government-Induced Business Process Change (BPC)

2011 ◽  
pp. 3857-3877
Author(s):  
Hans J. ("Jochen") Scholl
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Business Process ◽  
Business Processes ◽  
Public Information ◽  
Third Wave ◽  
Process Change ◽  
Related Literature ◽  
The Public ◽  
Inclusive Approach

E-government (e-gov) projects have an increasing influence on how government business processes evolve and change. While early e-gov projects focused on government-to-public information and interaction, the second and third wave of e-gov projects also emphasize internal effectiveness and efficiency, along with intra- and interdepartmental as well as intra- and interbranch integration. With these increases in scope and scale of e-gov projects, existing business processes, including core processes, become candidates for improvement and change. While the private-sector-oriented literature on business process change abounds with descriptive and prescriptive accounts, no equivalent has been found in the public-sector-related literature. Although many insights drawn from the private sector may apply, the public sector seems to develop distinct practices. This paper contributes to the understanding of current practices in e-gov-induced business process change, comparing those practices to prescriptions derived from private-sector experience. Among other factors, the more inclusive approach observed in e-gov business process change may explain the higher success rate of public-sector projects compared to those reported from the private sector.

scholarly journals Live Enrollment for Identity Documents in Europe: The Cases of Sweden, Norway, Kosovo, and Estonia

2018 ◽  
Vol 10 (2) ◽  
pp. 53-73
Author(s):  
Tarmo Kalvet ◽  
Henrik Karlzén ◽  
Amund Hunstad ◽  
Marek Tiits
Keyword(s):  
Public Sector ◽  
Cultural Differences ◽  
Smooth Transition ◽  
Theoretical Research ◽  
Legacy Systems ◽  
Successful Implementation ◽  
The Public ◽  
Trade Offs ◽  
Identity Document ◽  
Malicious Intent

Digital image alterations (morphing) of identity document photos is a major concern, and may potentially allow citizens with malicious intent to enroll for identity document(s) later in order to be used by another individual. Taking the photo in the application office —live enrollment —can address this issue. However, this is a break with tradition and entails a sizeable overhaul in the public sector, which can be reluctant to change and often lacks the necessary formal methods that ensure a smooth transition. The objective of this paper is to map the main barriers and drivers related to live enrollment based on theoretical research and interviews conducted with high-ranking officers at passport authorities in Estonia, Kosovo, Norway, and Sweden. These countries have successfully switched to live enrollment. The main motivation for live enrollment has been increased security; for Estonia, user convenience was important and was behind the decision of keeping alternative application processes for the citizens. The absence of legacy systems makes it easier to implement public sector innovations, such as live enrollment. Behind the successful implementation is proper risk management: covering technological, political, and organizational risks. Finally, the research results indicate varying experiences, obstacles, cultural differences, and trade-offs, while emphasizing the need to understand barriers and drivers in a contextualized way.

Evaluation of Organizational E-Government Readiness in the Public Sector

2013 ◽  
Vol 5 (2) ◽  
pp. 1-21 ◽  
Author(s):  
Ibrahim A. Alghamdi ◽  
Robert Goodwin ◽  
Giselle Rampersad
Keyword(s):  
Public Sector ◽  
Information And Communication Technologies ◽  
Business Processes ◽  
Organizational Transformation ◽  
Government Programs ◽  
The Public ◽  
Government Organizations ◽  
Information And Communication ◽  
User Access ◽  
Ict Infrastructure

The purpose of this paper is to provide an integrated framework to evaluate organizational e-government readiness for government organizations. This framework is necessary as current ones ignore challenges that arise due to organizational transformation issues stemming from diffusion of Information and Communication Technologies (ICTs). This study adopts an e-government framework to highlight the main internal factors involved in the assessment of e-government organizational readiness and to examine how these factors lead to successful, organizational e-government readiness. The proposed framework integrates seven dimensions for evaluating organizational e-government readiness including e-government strategy, user access, e-government programs, portal architecture, business processes, ICT infrastructure, and human resources. This paper offers valuable insights to ICT managers for effectively assessing the e-government readiness of organizations to facilitate the success of e-government programs in the public sector.

PERUBAHAN TIPOLOGI LAYANAN KEBERATAN PENETAPAN PABEAN PADA KPU BEA CUKAI TIPE C SOEKARNO-HATTA DAN IMPLIKASI ADANYA LEAN SERVICES

2018 ◽  
Vol 2 (2) ◽  
Author(s):  
Nur Syahrurrahmah ◽  
Ali Tafriji Biswan
Keyword(s):  
Public Sector ◽  
Business Processes ◽  
Value Added ◽  
Cost Effective ◽  
The Public ◽  
Type C

ABSTRACT Lean services in the public sector aim at streamlining the business processes so that they will become more efficient by eliminating useless and non-value-added activities. In this case, the settlement service of the customs objections is simpler, reliable, and cost-effective objective of this study is to determine the process, differences, and benefits of lean services performed on the completion of the filing of the customs declaration objection process on Main Service Office of Customs and Excise (KPUBC) Type C Soekarno-Hatta. The study demonstrated that there are efficiency of time and cost of service on appeal objection customs due to change of office typology from the Office of Supervision and Service of Customs and Excise Type of Customs Soekarno-Hatta to the KPUBC Type C Soekarno-Hatta. Keywords: lean services, public sector, customs objections, efficiency.ABSTRAK Lean services pada sektor publik dilakukan dengan harapan suatu proses bisnis akan menjadi lebih efisien dengan dihilangkannya aktivitas yang sia-sia dan tidak bernilai tambah sehingga layanan penyelesaian permohonan keberatan penetapan pabean lebih efisiensi dan kepuasan pemohon lebih meningkat. Studi ini bertujuan untuk mengetahui proses, perbedaan, dan manfaat adanya lean services yang dilakukan terhadap penyelesaian pengajuan proses keberatan penetapan pabean pada Kantor Pelayanan Utama Bea dan Cukai (KPUBC) Tipe C Soekarno-Hatta. Studi ini menggunakan pendekatan kualitatif dengan pendekatan studi kasus ini menghasilkan temuan bahwa dengan adanya perubahan tipologi kantor dari Kantor Pengawasan dan Pelayanan Bea dan Cukai Tipe Madya Pabean Soekarno-Hatta menjadi KPUBC Tipe C Soekarno-Hatta terdapat efisiensi waktu dan biaya layanan atas permohonan keberatan penetapan pabean. Kata Kunci: lean services, sektor publik, keberatan pabean, efisiensi. 

Utilization of Project Management Software in Qatari Government Organizations

2010 ◽  
Vol 1 (1) ◽  
pp. 1-15 ◽  
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Khurram Sharif ◽  
Maysarah Al Alami
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Driving Forces ◽  
Successful Implementation ◽  
Management Software ◽  
The Public ◽  
Whitney Test ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Managerial Implications

This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.

Web Services in Government Policy

2011 ◽  
pp. 2253-2271
Author(s):  
Matthew W. Guah
Keyword(s):  
Public Sector ◽  
Web Services ◽  
National Health ◽  
Government Policy ◽  
Successful Implementation ◽  
The Public ◽  
Government Services ◽  
Success Stories ◽  
Criminal Justice Systems ◽  
Electronic Delivery

The public sector accounts for a greater proportion of United Kingdom’s information technology (IT) spending, but cutting edge success stories in government IT are suddenly reported in popular press. As a result of the electronic delivery of government services (i.e. the National Health Service, Defence and Criminal Justice systems) becomes more commonplace, the public sector is becoming increasingly dependent on technology. This chapter reports on a three years research, which looks at the application of Web Services into United Kingdom healthcare as a fulfilment of numerous semi- and unsuccessful IT projects, that fell-short of delivering any tangible benefits. The author looks at the National Health Service’s current IS strategy—fully dependent on Web services application—with the criteria of successful implementation, return on investment, increased productivity, innovation and user benefits.

Impact of E-Government on Transparency and Corruption in Iran

2015 ◽  
pp. 75-94
Author(s):  
Esmaeil Shahsavandi ◽  
Ghassem Mayah ◽  
Hesamaddin Rahbari
Keyword(s):  
Public Sector ◽  
Information And Communication Technologies ◽  
Complete Solution ◽  
Communication Technologies ◽  
Exceptional Case ◽  
Successful Implementation ◽  
Technology Infrastructure ◽  
The Public ◽  
Information And Communication ◽  
Almost All

Iran also is not exceptional case in terms of E- government when applications have emerged rapidly almost all countries in glob to use E- government as an enabling tool to increase efficiency, enhance transparency, collect more revenue and facilitate public sector reform. Information and Communication Technologies (ICT) is transforming the governmental processes in serving citizens (G2C), businesses (G2B) and governments (G2G).Due to various economic, social and political limitations and pressures, most countries of the world has already began the implementation of e-government architecture in sectors where it seems more necessary and they focus their investments in these areas. Many works which find out on impact of E-government have shown that while E-government is not a remedy and magic to solve all problem, it is just a powerful enabling tool that has aided governments to achieve some of their development and administrative reform goals. Hence E-government is not a complete solution, but can be a catalyst for change E-government must be a part of broader commitment to reform the public sector. Since, sill is there some obstacle which we could categorize in three factors and all this factors are critical for the successful implementation of E-government. The first is willingness to reform, secondly, availability of information and communication technology infrastructure and finally the institutional capacity to absorb and manage change. So in this purpose we try to analyze the potential impact of E-government on transparency and corruption in Iranian society. Moreover, this article attempted to give details the extent to which corruption and transparency have been impacted in implemented on corruption in Iran. Enhancing transparency and reducing corruption are identified. Evidence shows that E-government has had a significant impact on broader government goals where political leadership and a commitment to reform have been present. In this work the authors try to distinguish the main obstacles such like legal, social and cultural and some other obstacles concerned.

Evaluating Open Source in Government

2011 ◽  
pp. 175-218
Author(s):  
Christian Wernberg-Tougaard ◽  
Patrice-Emmanuel Schmitz ◽  
Kristoffer Herning ◽  
John Gøtze
Keyword(s):  
Public Sector ◽  
Open Source ◽  
Business Process ◽  
Knowledge Networks ◽  
Successful Implementation ◽  
Functional Requirements ◽  
Total Cost ◽  
The Public ◽  
Comprehensive Framework ◽  
Process Level

The use of free and open source software (F/OSS) in the public sector has been accelerating over the last ten years. The benefits seem to be obvious: No licensing costs, unlimited flexibility, vendor independence, a support community, and so forth. But as with everything else in life, a successful implementation of F/OSS in government is not as simple as it might look initially. The implementation of F/OSS should build on a solid evaluation of core business criteria in all their complexity. In this chapter we analyze the evaluation considerations that government bodies should undertake before deciding between F/OSS and traditional software (SW), including the way knowledge networks and communities of practice work, total cost of ownership, and core functional requirements. The chapter presents a methodology conceptualizing this process in a comprehensive framework, focusing on the interaction between the strategic and business process level and the SW/infrastructure level. The chapter aims at presenting a framework enabling IT strategist and management from the “business side” of public sector institutions to evaluate F/OSS vs. traditional SW in tight cooperation with the IT side of the organization.

Evaluation of Organizational E-Government Readiness in the Public Sector

2015 ◽  
pp. 1629-1650
Author(s):  
Ibrahim A. Alghamdi ◽  
Robert Goodwin ◽  
Giselle Rampersad
Keyword(s):  
Public Sector ◽  
Information And Communication Technologies ◽  
Business Processes ◽  
Organizational Transformation ◽  
Communication Technologies ◽  
Government Programs ◽  
The Public ◽  
Government Organizations ◽  
Information And Communication ◽  
Ict Infrastructure

The purpose of this paper is to provide an integrated framework to evaluate organizational e-government readiness for government organizations. This framework is necessary as current ones ignore challenges that arise due to organizational transformation issues stemming from diffusion of Information and Communication Technologies (ICTs). This study adopts an e-government framework to highlight the main internal factors involved in the assessment of e-government organizational readiness and to examine how these factors lead to successful, organizational e-government readiness. The proposed framework integrates seven dimensions for evaluating organizational e-government readiness including e-government strategy, user access, e-government programs, portal architecture, business processes, ICT infrastructure, and human resources. This paper offers valuable insights to ICT managers for effectively assessing the e-government readiness of organizations to facilitate the success of e-government programs in the public sector.

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