Name: It Can Be Done in Government: An Approach for Improving Efficiency in the Public Sector 2nd Edition (en Inglés)
Price: 318.76 PEN
Availability: InStock
Author: Ford, Stanford E. ; Martel, Deborah a. ; Wright, Dianne A.
ISBN: 9798887304755

portada It Can Be Done in Government: An Approach for Improving Efficiency in the Public Sector 2nd Edition (en Inglés)

It Can Be Done in Government: An Approach for Improving Efficiency in the Public Sector 2nd Edition (en Inglés)

Formato

Libro Físico

Autor

Stanford E. Ford

Deborah a. Martel

Dianne A. Wright

Editorial

Information Age Publishing

Año

2024

Idioma

Inglés

N° páginas

144

Encuadernación

Tapa Dura

Dimensiones

23.4 x 15.6 x 1.0 cm

Peso

0.38 kg.

ISBN13

9798887304755

N° edición

Categorías

Administración pública
Economía internacional
Gestión de investigación y desarrollo

It Can Be Done in Government: An Approach for Improving Efficiency in the Public Sector 2nd Edition (en Inglés)

Stanford E. Ford (Autor) · Deborah a. Martel (Autor) · Dianne A. Wright (Autor) · Information Age Publishing · Tapa Dura

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Reseña del libro "It Can Be Done in Government: An Approach for Improving Efficiency in the Public Sector 2nd Edition (en Inglés)"

In this work titled, It Can Be Done in Government: An Approach for Improving Efficiency in the Public Sector, 2nd Edition, we attempt to provide a roadmap describing a simple approach for improving processes using teams. This book is ideal for process improvement initiatives, academic institutions, organizational change practitioners, public entities, and administrators and leaders seeking a practical approach for the promotion and implementation of organizational effectiveness. Throughout this handbook, the term process refers to a series of steps that create a product or service. Processes are different from projects. Projects have a beginning and an end. Processes are ongoing, cyclical, and rarely operate in isolation. They connect to or impact many other processes. An approach to improve these processes is the focus of this book.

As a public sector leader, you are encouraged, more often than not, to have an external perspective looking outside, looking long term. You are told to keep your eyes on the horizon, spend time figuring out what the public or the customer wants, to pay attention to what other similar organizations are doing, build external partnerships, network, and analyze both the external opportunities and threats. The truth is, however, the leaders and organizations that stand out are those who, contrary to this traditional approach, aggressively look internally, with a balance, more likely, of 80% internal and 20% external, particularly within the public sector.