Beyond the buzzwords: Coping with change in the public sector

International Review of Administrative Sciences

Volumn 62, Issue 1, 1996, Pages 5-29

  Thomas, Paul G ^a  

^a UNIVERSITY OF MANITOBA   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0039217220     PISSN: 00208523     EISSN: None     Source Type: Journal    
DOI: 10.1177/002085239606200101     Document Type: Article

References (61)

1. Peter Vaill, Managing as a Performing Art, p. 3 (San Francisco, CA: Jossey-Bass, 1989) and Gareth Morgan, Riding the Waves of Change (Newbury Park, CA: Sage, 1988).
2. Peter Vaill, Managing as a Performing Art, p. 3 (San Francisco, CA: Jossey-Bass, 1989) and Gareth Morgan, Riding the Waves of Change (Newbury Park, CA: Sage, 1988).
3. David Osborne and Ted Gaebler, Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (New York: Plume Books, 1993); and Michael Barzelay, Breaking Through Bureaucracy: A New Vision for Managing in Government (Berkeley: University of California Press, 1992).
4. David Osborne and Ted Gaebler, Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (New York: Plume Books, 1993); and Michael Barzelay, Breaking Through Bureaucracy: A New Vision for Managing in Government (Berkeley: University of California Press, 1992).
5. Robert G. Eccles and Nitrin Nohria, Beyond the Hype: Rediscovering the Essence of Management, pp. 17-38 (Cambridge, MA: Harvard Business School Press, 1992); and Gandomenico Majone, Evidence, Argument and Persuasion in the Policy Process (New Haven: Yale University Press, 1989).
6. Robert G. Eccles and Nitrin Nohria, Beyond the Hype: Rediscovering the Essence of Management, pp. 17-38 (Cambridge, MA: Harvard Business School Press, 1992); and Gandomenico Majone, Evidence, Argument and Persuasion in the Policy Process (New Haven: Yale University Press, 1989).
7. Gareth Morgan, Imagination (London: Sage, 1993); and Gareth Morgan, Images of Organization (London: Sage, 1986).
8. Gareth Morgan, Imagination (London: Sage, 1993); and Gareth Morgan, Images of Organization (London: Sage, 1986).
9. Aaron Wildavsky, 'Ubiquitous Anomie: Public Service in an Era of Ideological Dissensus', Public Administration Review (July-August, 1988): 753-5.
10. In fairness to Tom Peters and Robert Waterman, In Search of Excellence: Lessons from America's Best-Run Companies (New York: Warner Books, 1982), they did not proceed on a purely reputational basis, but also used empirical data such as rate of return and growth of assets to identify excellent companies (see Chapter One).
11. Richard Pascale, Managing on the Edge: How Successful Companies Use Conflict to Stay Ahead (London: Viking, 1990); and Daniel T. Carroll 'A Disappointing Search for Excellence' Harvard Business Review (November-December, 1983): 78-88.
12. Richard Pascale, Managing on the Edge: How Successful Companies Use Conflict to Stay Ahead (London: Viking, 1990); and Daniel T. Carroll 'A Disappointing Search for Excellence' Harvard Business Review (November-December, 1983): 78-88.
13. Robert Behn, 'Management and the Neutrino: The Search for Meaningful Metaphors', Public Administration Review 52 (5, September-October, 1992): 409-19.
14. Osborne and Gaebler, op. cit.; and Barzelay op. cit. note 2.
15. Osborne and Gaebler, op. cit.; and Barzelay op. cit. note 2.
16. David C. Wilson, A Strategy of Change: Concepts and Controversies in the Management of Change (New York: Routledge, 1992).
17. Gloria Burczak, Charles Smith and David Wilemon, 'Managing Large-scale Organizational Change', Organizational Dynamics 16 (2, Autumn, 1987): 23-35.
18. Amir Levy, 'Second-order Planned Change: Definition and Conceptualization', Organizational Dynamics 16(2, Autumn, 1987): 5-20.
19. Gareth Morgan, op. cit. note 1.
20. Paul C. Nutt and Robert W. Backoff, Strategic Management of Public and Third Sector Organizations (San Francisco, CA: Jossey-Bass, 1992), provide a useful review of the techniques available for external assessment.
21. Ralph D. Stacey, Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations (San Francisco, CA: Jossey-Bass, 1992).
22. L. Douglas Kiel, Managing Chaos and Complexity in Government: A New Paradigm for Managing Change, Innovation and Organizational Renewal, pp. 14-15 (San Francisco, CA: Jossey-Bass, 1994).
23. Herbert Kaufman, Time, Chance and Organizations: Natural Selection in a Perilous Environment, p. 47 (Chatham: Chatham House, 1985).
24. L. Douglas Kiel, op. cit. note 16.
25. Martin A. Levin and Mary Bryna Sangster, Making Government Work: How Entrepreneurial Executives Turn Bright Ideas into Real Results, p. 88 (San Francisco, CA: Jossey-Bass, 1994).
26. Robert G. Behn, 'Management by Groping Along', Journal of Policy Analysis and Management 7(4, 1988): 643-63.
27. Olivia Golden, 'Innovation in Public Sector Human Services Programs: The Implications of Innovation by "Groping Along" ', Journal of Policy Analysis and Management 9 (2, 1990): 219-48.
28. Sandford Borins, 'The Encouragement and Study of Improved Management', International Review of Administrative Science 47 (2, 1991 ): 205-22.
29. Golden, op. cit. note 21, pp. 247-8.
30. Henry Mintzberg, The Rise and Fall of Strategic Planning (New York: Free Press, 1994).
31. Ronald A. Heifetz, Leadership Without Easy Answers, p. 26 (Cambridge: Belknap Press, 1994).
32. Sandford Borins, Public Sector Innovation: Its Contributions to Canadian Competitiveness, pp. 32-4 (Kingston: School of Policy Studies, Queen's University, 1994).
33. James M. Kouzes and Barry Z. Posner, The Leadership Challenge: How To Get Extraordinary Things Done in Organizations (San Francisco, CA: Jossey-Bass, 1992).
34. Robert W. Terry, Authentic Leadership: Courage in Action, pp. 213-15 (San Francisco, CA: Jossey-Bass, 1993).
35. A.W. Johnson, Reflections on Administrative Reform in the Government of Canada, 1962-1991 (Ottawa: Office of the Auditor General of Canada, 1992).
36. Will McWhinney, Paths of Change: Strategic Choices for Organizations and Society, p. 61 (Newbury Park, CA: Sage, 1992).
37. Dean Tjosvold, The Conflict-positive Organization: Stimulate Diversity and Create Unity, pp. 3-4 (New York: Addison-Wesley, 1991).
38. Jeffrey Pfeffer, Managing With Power: Politics and Influence in Organizations, p. 30 (Boston, MA: Harvard Business School Press, 1992).
39. Gilbert W. Fairholm, Organizational Power Politics: Tactics in Organizational Leadership, p. 56 (London: Praeger, 1993).
40. Mark A. Emmert, Michael Crow and R.F. Shangraw, Jr. 'Public Management in the Future: Post Orthodoxy and Organization Design', in Barry Bozeman (ed.) Public Management: The State of the Art, pp. 345-60 (San Francisco, CA: Jossey-Bass, 1993).
41. See theme issue on Special Operating Agencies, Optimum 22 (2, 1991).
42. On New Zealand, see Enid Wistrich, 'Restructuring Government New Zealand Style', Public Administration 70(1, Spring, 1992): 119-35; and on the United Kingdom, see Bill Jenkins and Andrew Gray, 'Reshaping the Management of Government: The Next Steps Initiative in the United Kingdom', in F. Leslie Seidle (ed.) Rethinking Government: Reform or Reinvention, pp. 73-109 (Montreal: Institute for Research in Public Policy, 1993).
43. On New Zealand, see Enid Wistrich, 'Restructuring Government New Zealand Style', Public Administration 70(1, Spring, 1992): 119-35; and on the United Kingdom, see Bill Jenkins and Andrew Gray, 'Reshaping the Management of Government: The Next Steps Initiative in the United Kingdom', in F. Leslie Seidle (ed.) Rethinking Government: Reform or Reinvention, pp. 73-109 (Montreal: Institute for Research in Public Policy, 1993).
44. On 17 November 1994 the minister responsible for CCG announced a review of the agency, and the Budget Address delivered on 27 February announced that it would be privatized.
45. Alan L. Wilkins and William G. Ouchi, 'Efficient Cultures: Exploring the Relationship Between Culture and Organizational Performance', Administrative Science Quarterly 28 (1983): 468-81.
46. E.H. Schein, Organizational Culture and Leadership: A Dynamic View (San Francisco, CA: Jossey-Bass, 1985).
47. Gilbert Scott, 'Changing the Corporate Culture of the Public Service', Canadian Speeches (December, 1990): 69.
48. Schein, op. cit. note 39.
49. James P. Kotter and James L. Heskett, Corporate Cultures and Performance, p. 31 (Boston, MA: Harvard Business School, 1992).
50. Hugh Wilmott, 'Strength is Ignorance; Slavery is Freedom: Managing Culture in Modern Organizations', Journal of Management Studies 30 (4, 1993: 531-51.
51. Amanda Sinclair, 'The Tyranny of a Team Ideology', Organizational Studies 13 (4, 1992): 611-26.
52. James L. Garnett, Communicating for Results in Government (San Francisco, CA: Jossey-Bass, 1992).
53. Ibid., p. 51.
54. See Gilbert Scott, op. cit. note 40; and David Zussman 'Government Service to the Public: Public Perceptions', Optimum 22 (4, 1991-1992): 5-20.
55. See Gilbert Scott, op. cit. note 40; and David Zussman 'Government Service to the Public: Public Perceptions', Optimum 22 (4, 1991-1992): 5-20.
56. For a review of the managerial reforms in the Government of Canada during the past decade see Ian Clark, 'Restraint and Renewal, and the Treasury Board Secretariat', Canadian Public Administration 37 (2, Summer, 1994): 209-48.
57. Gareth Morgan, op. cit. note 4, p. 218.
58. James Iain Gow, Learning from Others: Administrative Innovations among Canadian Governments, pp. 115 and 124 (Toronto: IPAC, 1994).
59. William Bridges, Managing Transition: Making the Most of Change (Don Mills: Addison-Wesley, 1991).
60. Guy Benveniste, Mastering the Politics of Planning, p. 134 (San Francisco, CA: Jossey-Bass, 1989).
61. Cited in Michael Rachlis and Carol Kushner, Strong Medicine: How to Save Canada 's Health Care System, pp. 74-5 (Toronto: Harper Collins).