Alternative frameworks for improving government organizational performance
Subtitle: a comparative analysis
Publisher: Naval Postgraduate School; Available from National Technical Information Service
Published: 1997
Place of publication: Monterey, Calif; Springfield, Va
Language: eng
Number of pages: 196
Subjects: MANAGEMENT ENGINEERING; ORGANIZATION THEORY
Description: Complex government bureaus and their managers struggling to adapt to major changes find they are faced with alternative frameworks to improve organizational performance. Six major frameworks emerging in the U.S. since 1980, applicable to the public sector, and designed to enhance organizational change toward improved performance are reviewed and analyzed: Total Quality; 'Excellence;' Reinvention, including the National Performance Review; the Government Performance and Results Act of 1993; the Baldrige Award; and Reengineering. The purpose of the thesis is to provide guidelines to assist public managers in organizational change toward improved performance by analyzing the frameworks based on four criteria: workable in a political, pluralistic environment; realistic given constraints; comprehensive from a systems perspective; and capable of providing explicit measures of organizational performance.
Notes: Thesis advisors, Nancy C. Roberts and Roger D. Evered.

AD-A328 832.

Thesis (M.S. in Management)--Naval Postgraduate School, March 1997.

Includes bibliographical references (p. 159-168).