Alternative Frameworks for Improving Government Organizational Performance: A Comparative Analysis

Abstract

Complex government bureaus and their managers struggling to adapt to major changes find they are faced with alternative frameworks to improve organizational performance. Six major frameworks emerging in the U.S. since 1980, applicable to the public sector, and designed to enhance organizational change toward improved performance are reviewed and analyzed: Total Quality; 'Excellence;' Reinvention, including the National Performance Review; the Government Performance and Results Act of 1993; the Baldrige Award; and Reengineering. The purpose of the thesis is to provide guidelines to assist public managers in organizational change toward improved performance by analyzing the frameworks based on four criteria: workable in a political, pluralistic environment; realistic given constraints; comprehensive from a systems perspective; and capable of providing explicit measures of organizational performance.

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Document Details

Document Type
Technical Report
Publication Date
Mar 01, 1997
Accession Number
ADA328832

Entities

People

  • Cary A. Simon

Organizations

  • Naval Postgraduate School

Tags

Communities of Interest

  • Biomedical
  • Cyber
  • Energy and Power Technologies
  • Human Systems

DTIC Thesaurus Topics

  • Administrative Personnel
  • Business Administration
  • Data Analysis
  • Electronic Mail
  • Employment
  • Government Procurement
  • Governments
  • Health Services
  • Human Behavior
  • Information Systems
  • Management Personnel
  • Organizational Structure
  • Personnel Management
  • Psychology
  • Public Administration
  • Public Policy
  • United States Government

Fields of Study

  • Business
  • Political science

Readers

  • Organizational Process Management (OPM).
  • Systems Analysis and Design