Management Reform Elements of Successful Improvement Initiatives.
Abstract
As agreed with the Subcommittee, this morning we will discuss the elements that our wide-ranging work on federal management issues suggests are particularly important in implementing and sustaining management improvement initiatives that genuinely take root and eventually resolve the problems they are intended to fix. These elements are (1) a demonstrated leadership commitment and accountability for change; (2) the integration of management improvement initiatives into programmatic decisionmaiiing; (3) thoughtful and rigorous planning to guide decisions, particularly to address human capital and information technology issues; (4) employee involvement to elicit ideas and build commitment and accountability; (5) organizational alignment to streamline operations and clarity accountability; and (6) strong and continuing congressional involvement Not surprisingly, the elements of successful management improvement initiatives that we will discuss today are consistent with the approaches shared by performance-based management efforts under the Government Performance and Results Act (Results Act) and quality management that we discussed in our July 29,1999, statement for this Subcommittee. Our statement today is based on our broad body of work and resulting knowledge of management issues, including our examination of the implementation of the Results Act and related initiatives, our reviews of selected National Partnership for Reinventing Government (NPR) recommendations, and our ongoing analyses of agency/specific improvement efforts, such as the Internal Revenue Service (IRS) modernization.
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 15, 1999
- Accession Number
- ADA373648
Entities
Organizations
- United States Government Accountability Office