Executives

 

Executives

Performance Management for Career Executives: A 'Start Where You Are, Use What You Have' Guide

Monday, January 1st, 2001 - 14:00
Author(s): 
This report describes how career executives can overcome common problems in the design, alignment, use, and communication of performance measures and information. It provides a series of antidotes to the cynicism and fatigue frequently felt by career executives in regard to performance management. The report offers specific advice on actions and approaches career executives can take, and urges career executives to use goals and performance measures as critical aspects of their work.

Audited Financial Statements: Getting and Sustaining "Clean" Opinions

Monday, January 1st, 2001 - 14:00
Author(s): 
This report examines how organizational factors and management strategies have affected the ability of federal agencies to generate reliable information for financial statements and achieve unqualified audit opinions. By indentifying successful management strategies, this study offers recommendations about how agencies can better approach the recurring requirements to produce annual audited financial statements. Financial Management

Results of the Government Leadership Survey

Monday, January 1st, 2001 - 14:00
Author(s): 
Will the federal government be able to recruit and retain employees with the qualities needed for leaders in the future? To help answer that question, the IBM Center for The Business of Government surveyed career and noncareer members of the federal Senior Executive Service (SES). Survey results showed that federal executives have a new vision of leadership and think that changes in current leadership systems will help make the vision a reality. Human Capital ManagementLeadership

Managing Decentralized Departments: The Case of the U.S. Department of Health and Human Services

Monday, January 1st, 2001 - 14:00
Author(s): 
Since its creation in 1953 as an amalgam of several existing agencies, the U.S. Department of Health and Human Services (originally the Department of Health, education and Welfare) has struggled to find the appropriate balance between centralized functions in the Office of the Secretary and autonomy to the various agencies and bureaus contained within its boundaries. Over the years, the pendulum has swung back and forth between emphasis on centralization and decentralization.

Profiles in Excellence: Conversations with the Best of America's Career Executive Service

Monday, January 1st, 2001 - 14:00
Author(s): 
This report consists of a series of in-depth interviews with senior executives in government who have been identified as outstanding leaders. The study attempts to determine the characteristics that have most centrally contributed to the success of these senior executives. Leadership

Reflections on Mobility: Case Studies of Six Federal Executives

Monday, January 1st, 2001 - 14:00
Author(s): 
This report offers case studies of five current federal career executives, each of whom accomplished major changes in several different federal agencies. The study identifies common factors in their experiences that led to their inter-agency mobility. These factors provide useful guidelines for creating incentives to encourage more widespread mobility in the future and allow federal executives to consciously plan for greater career mobility to ensure a more flexible and responsive government. Human Capital Management Leadership

Leadership for Change: Case Studies in American Local Government

Monday, January 1st, 2001 - 14:00
This report profiles three outstanding local government executives – Robert O’Neill, Jan Perkins, and Phil Penland -- who have served in various local governments over the years. The study profiles the change activities of these city/county managers as they have sought to transfer a set of values and a methodology for leading change into a new setting. Case studies are developed on the change activities of each of these managers, drawing out lessons from their experiences that might suggest a model of leading change in American local governments. Leadership

Using Evaluation to Support Performance Management: A Guide for Federal Executives

Monday, January 1st, 2001 - 14:00
This report documents the ways in which program evaluation is currently being used to support performance management. The authors draw from current practices to derive recommendations for improving the links between program evaluation and performance measurement, and management in the federal government. Managing for Performance and Results

Working with the Congress

Monday, January 1st, 2001 - 14:00
Author(s): 
A part of a larger report, "Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees," the "Working with the Congress" essay describes how political appointees can work with Congress. The essay provides an overview of how Congress functions, how decisions on money and programs are made, appropriators and authorizers, legislators and their constituencies, oversight, and how to get things done.

Working with the Media

Monday, January 1st, 2001 - 14:00
Author(s): 
A part of the larger report, "Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees," the essay "Working with the Media" describes how political appointees can work with the media. The essay covers technique, how to minimize the impact of bad news, offensive and defensive strategies, and how to survive in the government/media culture.