ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00074.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00075.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00076.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00077.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

摘要:

SummaryI have endeavoured to describe exactly how I am “turning Transport Canada around”; through this discussion I've tried to respond to many of the questions raised in the outline. However, to summarize I will try to cover some of the questions that may not have been referred to directly.1. The corporate will is asserted through our committee structure, our operational planning system, and the corporate priorities/corporate directives system. This will be reinforced once all the reorganization has taken place.2. By involving senior management at the front end of strategic management decisions and then tracking performance through the operational planning system, we have adapted to the changing times.3. We have had to radically change our traditional appoaehes in order to turn around the department; through our changes in systems and resource management we are linking our priorities with our desired results and resources.4. In Transport we have a multi‐disciplined team, most of whom know exceedingly well the department, its markets, customers, products, and services. Even with all the changes, our present complement of top senior managers averages in excess of fifteen years transportation experience.5. The team leaders' management style is critical to the success of the turn around, as the leader sets the example. His or her methods tend to become the methods of subordinates and in this way the management style permeates the organization. Critical elements in this style are total management involvement, good communication and, above all, mutual trust.6. Finally, in terms of turning the organization around, we are modifying for the moment decentralization of decision‐ making and the traditional involvement of employees in the change program. However, we have an established communications program that keeps everyone informed of decisions taken by the manageme

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00078.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

摘要:

Summary:“Policy” has long meant to the public sector what “strategy” means to the private sector. In both cases, a highly rational model has long been dominant: that policy or strategy is formulated consciously, preferably analytically, made explicit, and then implemented formally. Much research and other evidence has raised all kinds of doubts about the validity of this traditional model. But, especially in the public sector, the alternative has been to fall back on descriptions that emphasize incremental and political processes, as if policy or strategy did not exist, thereby slighting the concept as well as the efforts of those who deal

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00079.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00080.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00081.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00082.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY

摘要:

Sommaire:L'évaluation de la performance des organisations chargées de la prestation des services publics est le plus souvent abordée par le biais de l'analyse des programmes. Cette démarche s'applique difficilement à l'appréciation du degré de réalisation de la mission qui leur est confiée. L'analyse de la problématique du secteur de la justice permet de dégager les trois grands objectifs qui devraient être poursuivis par les systémes judiciaires. 11s ont trait à la qualité de cette justice, à l'accessibilité et à la célérité avec laquelle elle est rendue. Cette problématique est illustrée à partir du cas de l'appareil judiciaire québécois, défini ici cornme un système d'action. Les conditions de réalisation de la mission des systémes judiciaires sont présentées à partir de cet exemple. Divers moyens de mesurer le degré d'atteinte des objectifs sont ensuite dégagés. Enfin, une série d'indicateurs est définie pour certains d'entre eux.Abstract:The evaluation of the performance of public organizations is generally done through program analysis. But another approach should be used to measure the level of achievement of the mission assigned to an institution such as the court system. In this article, we tried to determine how the performance of the judicial apparatus might be evaluated. We considered that the mission of this apparatus refers to three fundamental objectives: the quality of justice, its accessibility, and the absence of undue delays. Referring more specifically to the case of the Quebec judicial system, we examine how the degree of achievement o

ISSN:0008-4840    

DOI:10.1111/j.1754-7121.1987.tb00083.x

出版商:Blackwell Publishing Ltd    

年代:1987

数据来源: WILEY