Leadership

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Leadership

Assessing a State's Readiness for Global Electronic Commerce: Lessons from the Ohio Experience

Monday, January 1st, 2001 - 14:00
This report describes the new tools and methodologies needed to measure a state's readiness for global electronic commerce. The state of Ohio is used as a prototype and as an example for this study. The report also evaluates the measurement process including problems and challenges in deploying a statewide measurement effort. ohio, ohTechnology and E-Government

Modernizing Human Resources at the Internal Revenue Service

Monday, January 1st, 2001 - 14:00
This project describes the many human resource innovations that have taken place in the Internal Revenue Service over the past five years. Organizational human resource innovations include splitting the personnel function in IRS into three parts: the Office of Strategic Human Resource Management, agency-wide Shared Services, and "embedded" human resource units in each of the major operating divisions. This project also describes the use of broadbanding at the IRS.

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.

Transforming Government: Creating the New Defense Procurement System

Monday, January 1st, 2001 - 14:00
Author(s): 
This report focuses on the government leaders within the Pentagon and the White House who transformed the weapons procurement process from a rule-bound, inflexible, and inefficient system to a more subjective, cost-effective, and innovative public acquisition process. The study seeks to discover how these public sector leaders injected private sector business methodologies into the traditional federal bureaucracy and offers an illustration of how this government team exemplified leading widespread change and instilling innovation. Organizational Transformation

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.

Efficiency Counts: Developing the Capacity to Manage Costs at the Air Force Material Command

Monday, January 1st, 2001 - 14:00
This report presents research on the Air Force Materiel Command’s experience in which a significant, if partial, transformation of expenditure planning and financial management rules and routines occurred within a period of fewer than three years. Financial ManagementOrganizational Transformation

A Learning-Based Approach to Leading Change

Monday, January 1st, 2001 - 14:00
Author(s): 
This report examines the experiences of five federal agencies which are currently running focused initiatives to apply the tools, principles and perspectives of organizational learning. As a program assessment, this study addresses the successes and failures of organizational learning based on these five case studies, and presents these findings to the community at-large. Human Capital Management

The Challenge of Coordinating "Big Science"

Monday, January 1st, 2001 - 14:00
Author(s): 
Recent years have seen an increase in cross-agency research and development projects. These initiatives are large and significant in national policy. They include: information technology, nanotechnology, climate change, global change, and bioterrorism. For example, global change has grown to involve eighteen federal agencies and departments, including entities within the executive office of the president. The aim of these and other interagency programs is to draw on the special skills of each organization and weave them into a whole that is greater than the sum of the parts.

Leveraging Networks: A Guide for Public Managers Working Across Organizations

Monday, January 1st, 2001 - 14:00
Author(s): 
This project examines the changing operational challenges faced by today’s public managers as they participate in collaborative undertakings with other governments and the nongovernmental sector. The lessons are derived from experiences in several Midwestern states, where many established networks operate. Collaboration: Networks and PartnershipsMissions and Programs

Performance Leadership: 11 Better Practices That Can Ratchet Up Performance

Monday, January 1st, 2001 - 14:00
Author(s): 
In the report, Professor Behn moves away from the conventional tenet of public administration to "make the managers manage." Instead, he offers an approach that encompasses eleven "better practices" that he has observed in use by successful public managers over the years. This approach focuses not on individual attributes and virtues, but rather on activities or practices which can spur improvements in program performance.