Executives

 

Executives

Leaders

Monday, January 1st, 2001 - 14:00
This book provides six in-depth studies of leaders who demonstrate a new style of leadership for the 21st century. W. Henry Lambright describes how Dr. Francis Collins is leading the Human Genome Project at the National Institutes of Health. Norma Riccucci presents a case study of how Dr. Helene Gayle led the nation's fight against HIV/AIDS and other sexually transmitted diseases. Beryl Radin analyzes the leadership style of Donna Shalala at the Department of Health and Human Services. Robert B.

Extraordinary Results on National Goals: Networks and Partnerships in the Bureau of Primary Health Care's 100%/0 Campaign

Monday, January 1st, 2001 - 14:00
Author(s): 
Over the past decade much work has been done on defining leaders and examining the distinctions among leaders, management and administration. This study examines an innovative approach to leading as a discipline and a method. It describes the Bureau of Primary Health Care's management effort from 1998 to 2001 to transform the health care system at the community level throughout America. The Health Resources and Services Administration (HSRA) within the Department of Health and Human Services organized the 100% Access & 0 Disparities Campaign.

Working with Career Executives to Manage for Results

Monday, January 1st, 2001 - 14:00
Author(s): 
A part of the report, "Becoming an Effective Political Executive: 7 Lessons from Experienced Appointees," this essay, "Working with Career Executives to Manage for Results" provides an overview of how political appointees can work with career executives. The essay describes The Government Performance and Results Act and The President's Management Agenda and then provides three case studies to evaluate the effectiveness of these two reform efforts.

Growing Leaders for Public Service

Monday, January 1st, 2001 - 14:00
Author(s): 
This report includes two previously published Center reports (Leaders Growing Leaders: Preparing the Next Generation of Public Service Executives and Organizations Growing Leaders: Best Practices and Principles of Public Service) in one volume. In both reports, addresses the crucial question of how well the federal government is developing its next generaiton of leaders.

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.

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

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

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