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2
The Strategic Approach of Total Quality and
Their Effects on the Public Organization
Luminita Gabriela Popescu
National School of Political Studies and Public Administration
Romania
1. Introduction
The main objective of this chapter is to emphasize the main effects produced, in an
organization, by the integration of total quality strategy within the general strategy of the
organization. For this integration to be possible it is mandatory to construct an adequate
context. In the second part of the chapter, the transfer achieved through the integration of
quality strategy within the organization’s strategy is undertaken.
The research methodology that consists of the institutional analysis (Meyer and Rowan,
1977; DiMaggio and Powell, 1983; North, 1990) is a type of social science research that seeks
to reveal the effects on formal policies, informal norms and interpretations of the practices
associated representative of a particular area on the actual scope.
The organizations analysis highlights ways in which different social institutions - legal
norms, regulations, procedures and their associated meanings - and propose working
material and symbolic incentives (reputation, trust, accreditation) and thereby generate
configurations of processes, strategies and practices at the organizational level.
Carrying on, we will present the main steps contained by the two parts of the chapter
2. The constitutive context of quality strategic approach
Under the pressure of the citizens whose exigencies are becoming more and more
sophisticated; of the new management approaches that imply, for example, the
abandonment of the Management by Objective and the endorsement of the Management
by Results; of domestic political forces and due to constrains from the global social-
political forces, the need for reform and innovation in the public sector is more and more
obvious.
In the bureaucratic hierarchy, activities take place according to general rules and norms. The
main objective of the structures and the managerial control instruments is ensuring the
conformity with the prior rules and norms. In such a system, the improvement of the
efficiency and the effectiveness of the processes involve endorsement of several legislative
alterations.
www.intechopen.com
Quality Management and Practices
.
eGovernment measurement for policy makersePractice.eu
Author: Jeremy Millard.
The eGovernment policy focus has moved over the last five years from being mainly concerned with efficiency to being concerned both with efficiency and effectiveness. This paper examines the current and future development of eGovernment policy making, and the critical role that measurement and impact analysis has in it.
OECD Recommendation on Digital Government StrategiesOECD Governance
This Recommendation aims to support the development and implementation of digital government strategies that bring governments closer to citizens and businesses. It recognises that today’s technology is not only a strategic driver for improving public sector efficiency, but can also support effectiveness of policies and create more open, transparent, innovative, participatory and trustworthy governments. However, the multiplication of technological options may give rise to new risks and greater societal expectations that governments are not always fully prepared to address. Many governments still do not see technology as a collaborative means to shape public governance outcomes. A “business as usual” approach to technology that reinforces existing internal government processes only leads to failed projects and public criticism.
The Recommendation can enable a fundamental shift from citizen-centric approaches (government anticipating the needs of citizens and businesses) to citizen-driven approaches (citizens and businesses formulating and determining their needs in partnership with governments). For more information: : http://www.oecd.org/gov/public-innovation/recommendation-on-digital-government-strategies.
Skills for a High Performing Civil Service - OECDOECD Governance
To assess changes in the skills needed in today’s civil services, the OECD has developed a
framework which identifies four areas, each representing specific tasks and skills required in the
relationship between the civil service and the society it serves. For more information see oe.cd/HRM-Skills
There is a widespread view that entrepreneurship is limited only to the private sector. It is a great mistake to disregard the possibility of entrepreneurship also happen in the public sector. In Brazil and in the world, there are several examples of entrepreneurship in the public sector, such as the construction of Brasilia by President Juscelino Kubitschek in the 1950s, the construction of St. Petersburg in Russia by Tsar Peter I, the Great, in 1703 and urban reform of Paris by Baron Haussmann between 1852 and 1870.
eGovernment measurement for policy makersePractice.eu
Author: Jeremy Millard.
The eGovernment policy focus has moved over the last five years from being mainly concerned with efficiency to being concerned both with efficiency and effectiveness. This paper examines the current and future development of eGovernment policy making, and the critical role that measurement and impact analysis has in it.
OECD Recommendation on Digital Government StrategiesOECD Governance
This Recommendation aims to support the development and implementation of digital government strategies that bring governments closer to citizens and businesses. It recognises that today’s technology is not only a strategic driver for improving public sector efficiency, but can also support effectiveness of policies and create more open, transparent, innovative, participatory and trustworthy governments. However, the multiplication of technological options may give rise to new risks and greater societal expectations that governments are not always fully prepared to address. Many governments still do not see technology as a collaborative means to shape public governance outcomes. A “business as usual” approach to technology that reinforces existing internal government processes only leads to failed projects and public criticism.
The Recommendation can enable a fundamental shift from citizen-centric approaches (government anticipating the needs of citizens and businesses) to citizen-driven approaches (citizens and businesses formulating and determining their needs in partnership with governments). For more information: : http://www.oecd.org/gov/public-innovation/recommendation-on-digital-government-strategies.
Skills for a High Performing Civil Service - OECDOECD Governance
To assess changes in the skills needed in today’s civil services, the OECD has developed a
framework which identifies four areas, each representing specific tasks and skills required in the
relationship between the civil service and the society it serves. For more information see oe.cd/HRM-Skills
There is a widespread view that entrepreneurship is limited only to the private sector. It is a great mistake to disregard the possibility of entrepreneurship also happen in the public sector. In Brazil and in the world, there are several examples of entrepreneurship in the public sector, such as the construction of Brasilia by President Juscelino Kubitschek in the 1950s, the construction of St. Petersburg in Russia by Tsar Peter I, the Great, in 1703 and urban reform of Paris by Baron Haussmann between 1852 and 1870.
This paper which I presented at a training program provides invaluable input into the concept, principles, features of Public Sector Reforms. It also explores the role of international organisations in PSR.
CHAPTER SIXTEENUnderstanding Context Evaluation and MeasuremeJinElias52
CHAPTER SIXTEEN
Understanding Context: Evaluation and Measurement in Not-for-Profit Sectors
Dale C. Brandenburg
Many individuals associated with community agencies, health care, public workforce development, and similar not-for-profit organizations view program evaluation akin to a visit to the dentist’s office. It’s painful, but at some point it cannot be avoided. A major reason for this perspective is that evaluation is seen as taking money away from program activities that perform good for others, that is, intruding on valuable resources that are intended for delivering the “real” services of the organization (Kopczynski & Pritchard, 2004). A major reason for this logic is that since there are limited funds available to serve the public good, why must a portion of program delivery be allocated to something other than serving people in need? This is not an unreasonable point and one that program managers in not-for-profits face on a continuing basis.
The focus of evaluation in not-for-profit organization has shifted in recent years from administrative data to outcome measurement, impact evaluation, and sustainability (Aspen Institute, 2000), thus a shift from short-term to long-term effects of interventions. Evaluators in the not-for-profit sector view their world as the combination of technical knowledge, communication skills, and political savvy that can make or break the utility and value of the program under consideration. Evaluation in not-for-profit settings tends to value the importance of teamwork, collaboration, and generally working together. This chapter is meant to provide a glimpse at a minor portion of the evaluation efforts that take place in the not-for-profit sector. It excludes, for example, the efforts in public education, but does provide some context for workforce development efforts.
CONTRAST OF CONTEXTS
Evaluation in not-for-profit settings tends to have different criteria for the judgment of its worth than is typically found in corporate and similar settings. Such criteria are likely to include the following:
How useful is the evaluation?
Is the evaluation feasible and practical?
Does the evaluation hold high ethical principles?
Does the evaluation measure the right things, and is it accurate?
Using criteria such as the above seems a far cry from concepts of return on investment that are of vital importance in the profit sector. Even the cause of transfer of training can sometimes be of secondary importance to assuring that the program is described accurately. Another difference is the pressure of time. Programs offered by not-for-profit organizations, such as an alcohol recovery program, take a long time to see the effects and, by the time results are viewable, the organization has moved on to the next program. Instead we often see that evaluation is relegated to measuring the countable, the numbers of people who have completed the program, rather than the life-changing impact that decreased alcohol abuse has on ...
Citizen participation is also sometimes seen as a solution to a quite different problem: shoring up the democratic legitimacy of governance processes. Representative democratic governance now faces several critical legitimating problems
Innovating Public Service Delivery Through Crowdsourcing: What Role for The T...CSCJournals
The purpose of this paper is to study the involvement of the “crowd” in designing innovative public policies, and the possibility for the Third Sector to play a role in this process. To do so, we want to answer the following research question: what is the extent to which crowdsourcing is adopted in financing and delivering public services within New Public Governance arenas? In order to answer it, we employ the following approach. First of all, we will set public innovation into the context of New Public Governance; secondly, we will analyse definitions for crowdsourcing, and thirdly, we will provide an overview and crisis of crowdsourcing examples to demonstrate their significance as novel forms of public service finance and delivery. This approach evidences the potential and the outcomes of applying crowdsourcing in the public sector, and indicates the role of the actors involved: the adoption of a leadership role by the Third Sector could facilitate crowdsourcing processes. The outcome of the application of crowdsourcing in the public sector is a greater involvement of the civil society in its relationship with the State.
Streams of Social Impact Work: Building Bridges in a New Evaluation Era with ...The Rockefeller Foundation
This working paper addresses the gaps and opportunities between the approaches of traditional public sector and NGO program evaluation and the social impact measurement approaches of new market-oriented players.
The authors posit that a convergence of these cultures would generate enormous rewards for both constituencies. New methodologies, evaluative tools and strategic learning processes would enrich social impact work, private giving and public-private partnerships. More nimble and business-like evaluation approaches would benefit traditional evaluation players and civil society. Thus bridging the divide would contribute to the rigor and utility of methods and practices and advance the effectiveness of evaluation everywhere.
Inclusive process, rigourous methodology and policy uptake are the key issues raised in this power point presentation by Paul van Hoof, senior advisor on local governance with IDASA, at the Cairo workshop on assessing governance in sectors, June 2009.
2Running Head THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR.docxrhetttrevannion
2
Running Head: THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR
2
THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR
THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR
Name
Institution Affiliations
Abstract
Social media include blogs, microblogs and even electronic social networks. They are generally believed to have transformed the manner in which individuals relate with each other. This applied research assessment which therefore explore on the influence of social media in the public sector. Within the public sector, there are prevalent evidences which justify the impact of the social media in the public sector. There have been numerous cases in which individuals have a norm to communications within the noticeable one-way fashion for several decades. This applied research will explore various aspects on how social media has influenced the public sector. Besides, it will navigate how social media has entirely contributed to the growth of the public sector both in negative and positive effects. This will include the review of the literature of what other researchers have done on the topic. Comment by Tiffany H: This applied research assessment explores the influence of social media in the public sector. Comment by Tiffany H: And will navigate through how social media Comment by Tiffany H: Should this start with besides?
Table of Contents
· Problem or Issue Statement.
· Introduction.
· Review of Literature.
· Research Methodology.
· Findings.
· Analysis.
· Recommendations.
· References.
Problem or Issue Statement
Government agencies have gradually but progressively adopted social technologies to execute their tasks better. Such social technologies can accumulatively reengineer the old model of the public sector. This is due to the fact they facilitate substantial chances to accelerating the transparency as well as prevalence within the government agencies and its departments. It besides can increase the trustworthy in government from its respective citizens. Through social media, there can be creation of new forms of participation of citizens as well as the engagement in public issues. Besides, social media has enhanced both intra-organizational and inter-organizational collaboration. There is therefore an essential need to look into various ways that the social media have really enhanced an achievement of such empirical formalities within the government structure hence developing the citizen-government relationship. Comment by Tiffany H: Accelerate the transparency of what? Comment by Tiffany H: Remove Comment by Tiffany H: has
From a contextual perspective, it is evident to state that the relationship and collaboration between the government and the citizen have been greatly altered, advanced by the use of social media. In addition, this has heightened the participation of the citizens in most of the government projects which have been overseen and controlled by the government offices. The .
Speech by Luiz de Mello, OECD, given at the conference on The Principles of Public Administration: A framework for ENP countries. The event was co-organised by SIGMA with the Jordanian Ministry of Planning and International Cooperation and the EU, it took place at the Dead Sea, Jordan 10 May 2016.
Presentazione di Antonio Cordella al seminario "E-Government: Teorie e Pratiche nei Paesi Maturi e in via di Sviluppo"
www.thinkinnovation.org
www.forumpa.it
Self-awareness is key to improving your communication skills. Reflec.docxtcarolyn
Self-awareness is key to improving your communication skills. Reflect on your strengths and weaknesses as a communicator (in general - not just with regard to students). What do you do well? What do you need to improve upon? Be specific. Provide examples of each and what you plan to do to improve your communication skills.
.
Self-Assessment Surveys and Development of Leadership Talent P.docxtcarolyn
Self-Assessment Surveys and Development of Leadership Talent" Please respond to the following:
Debate the usefulness of self-assessment surveys to determine employees with high potential within the organization. Create a list of five (5) critical areas in which high-potential candidates would assess themselves to be included in the talent pool for promotion and discuss how you would use the assessment.
Leadership talent is an organization-wide goal. Discuss how the responsibilities of the development of leadership talent should be partitioned among Human Resources staff and line managers. Be sure to address both the identification and development of future leadership.
.
More Related Content
Similar to Selection of our books indexed in the Book Citation Index .docx
This paper which I presented at a training program provides invaluable input into the concept, principles, features of Public Sector Reforms. It also explores the role of international organisations in PSR.
CHAPTER SIXTEENUnderstanding Context Evaluation and MeasuremeJinElias52
CHAPTER SIXTEEN
Understanding Context: Evaluation and Measurement in Not-for-Profit Sectors
Dale C. Brandenburg
Many individuals associated with community agencies, health care, public workforce development, and similar not-for-profit organizations view program evaluation akin to a visit to the dentist’s office. It’s painful, but at some point it cannot be avoided. A major reason for this perspective is that evaluation is seen as taking money away from program activities that perform good for others, that is, intruding on valuable resources that are intended for delivering the “real” services of the organization (Kopczynski & Pritchard, 2004). A major reason for this logic is that since there are limited funds available to serve the public good, why must a portion of program delivery be allocated to something other than serving people in need? This is not an unreasonable point and one that program managers in not-for-profits face on a continuing basis.
The focus of evaluation in not-for-profit organization has shifted in recent years from administrative data to outcome measurement, impact evaluation, and sustainability (Aspen Institute, 2000), thus a shift from short-term to long-term effects of interventions. Evaluators in the not-for-profit sector view their world as the combination of technical knowledge, communication skills, and political savvy that can make or break the utility and value of the program under consideration. Evaluation in not-for-profit settings tends to value the importance of teamwork, collaboration, and generally working together. This chapter is meant to provide a glimpse at a minor portion of the evaluation efforts that take place in the not-for-profit sector. It excludes, for example, the efforts in public education, but does provide some context for workforce development efforts.
CONTRAST OF CONTEXTS
Evaluation in not-for-profit settings tends to have different criteria for the judgment of its worth than is typically found in corporate and similar settings. Such criteria are likely to include the following:
How useful is the evaluation?
Is the evaluation feasible and practical?
Does the evaluation hold high ethical principles?
Does the evaluation measure the right things, and is it accurate?
Using criteria such as the above seems a far cry from concepts of return on investment that are of vital importance in the profit sector. Even the cause of transfer of training can sometimes be of secondary importance to assuring that the program is described accurately. Another difference is the pressure of time. Programs offered by not-for-profit organizations, such as an alcohol recovery program, take a long time to see the effects and, by the time results are viewable, the organization has moved on to the next program. Instead we often see that evaluation is relegated to measuring the countable, the numbers of people who have completed the program, rather than the life-changing impact that decreased alcohol abuse has on ...
Citizen participation is also sometimes seen as a solution to a quite different problem: shoring up the democratic legitimacy of governance processes. Representative democratic governance now faces several critical legitimating problems
Innovating Public Service Delivery Through Crowdsourcing: What Role for The T...CSCJournals
The purpose of this paper is to study the involvement of the “crowd” in designing innovative public policies, and the possibility for the Third Sector to play a role in this process. To do so, we want to answer the following research question: what is the extent to which crowdsourcing is adopted in financing and delivering public services within New Public Governance arenas? In order to answer it, we employ the following approach. First of all, we will set public innovation into the context of New Public Governance; secondly, we will analyse definitions for crowdsourcing, and thirdly, we will provide an overview and crisis of crowdsourcing examples to demonstrate their significance as novel forms of public service finance and delivery. This approach evidences the potential and the outcomes of applying crowdsourcing in the public sector, and indicates the role of the actors involved: the adoption of a leadership role by the Third Sector could facilitate crowdsourcing processes. The outcome of the application of crowdsourcing in the public sector is a greater involvement of the civil society in its relationship with the State.
Streams of Social Impact Work: Building Bridges in a New Evaluation Era with ...The Rockefeller Foundation
This working paper addresses the gaps and opportunities between the approaches of traditional public sector and NGO program evaluation and the social impact measurement approaches of new market-oriented players.
The authors posit that a convergence of these cultures would generate enormous rewards for both constituencies. New methodologies, evaluative tools and strategic learning processes would enrich social impact work, private giving and public-private partnerships. More nimble and business-like evaluation approaches would benefit traditional evaluation players and civil society. Thus bridging the divide would contribute to the rigor and utility of methods and practices and advance the effectiveness of evaluation everywhere.
Inclusive process, rigourous methodology and policy uptake are the key issues raised in this power point presentation by Paul van Hoof, senior advisor on local governance with IDASA, at the Cairo workshop on assessing governance in sectors, June 2009.
2Running Head THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR.docxrhetttrevannion
2
Running Head: THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR
2
THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR
THE IMPACT OF SOCIAL MEDIA IN THE PUBLIC SECTOR
Name
Institution Affiliations
Abstract
Social media include blogs, microblogs and even electronic social networks. They are generally believed to have transformed the manner in which individuals relate with each other. This applied research assessment which therefore explore on the influence of social media in the public sector. Within the public sector, there are prevalent evidences which justify the impact of the social media in the public sector. There have been numerous cases in which individuals have a norm to communications within the noticeable one-way fashion for several decades. This applied research will explore various aspects on how social media has influenced the public sector. Besides, it will navigate how social media has entirely contributed to the growth of the public sector both in negative and positive effects. This will include the review of the literature of what other researchers have done on the topic. Comment by Tiffany H: This applied research assessment explores the influence of social media in the public sector. Comment by Tiffany H: And will navigate through how social media Comment by Tiffany H: Should this start with besides?
Table of Contents
· Problem or Issue Statement.
· Introduction.
· Review of Literature.
· Research Methodology.
· Findings.
· Analysis.
· Recommendations.
· References.
Problem or Issue Statement
Government agencies have gradually but progressively adopted social technologies to execute their tasks better. Such social technologies can accumulatively reengineer the old model of the public sector. This is due to the fact they facilitate substantial chances to accelerating the transparency as well as prevalence within the government agencies and its departments. It besides can increase the trustworthy in government from its respective citizens. Through social media, there can be creation of new forms of participation of citizens as well as the engagement in public issues. Besides, social media has enhanced both intra-organizational and inter-organizational collaboration. There is therefore an essential need to look into various ways that the social media have really enhanced an achievement of such empirical formalities within the government structure hence developing the citizen-government relationship. Comment by Tiffany H: Accelerate the transparency of what? Comment by Tiffany H: Remove Comment by Tiffany H: has
From a contextual perspective, it is evident to state that the relationship and collaboration between the government and the citizen have been greatly altered, advanced by the use of social media. In addition, this has heightened the participation of the citizens in most of the government projects which have been overseen and controlled by the government offices. The .
Speech by Luiz de Mello, OECD, given at the conference on The Principles of Public Administration: A framework for ENP countries. The event was co-organised by SIGMA with the Jordanian Ministry of Planning and International Cooperation and the EU, it took place at the Dead Sea, Jordan 10 May 2016.
Presentazione di Antonio Cordella al seminario "E-Government: Teorie e Pratiche nei Paesi Maturi e in via di Sviluppo"
www.thinkinnovation.org
www.forumpa.it
Self-awareness is key to improving your communication skills. Reflec.docxtcarolyn
Self-awareness is key to improving your communication skills. Reflect on your strengths and weaknesses as a communicator (in general - not just with regard to students). What do you do well? What do you need to improve upon? Be specific. Provide examples of each and what you plan to do to improve your communication skills.
.
Self-Assessment Surveys and Development of Leadership Talent P.docxtcarolyn
Self-Assessment Surveys and Development of Leadership Talent" Please respond to the following:
Debate the usefulness of self-assessment surveys to determine employees with high potential within the organization. Create a list of five (5) critical areas in which high-potential candidates would assess themselves to be included in the talent pool for promotion and discuss how you would use the assessment.
Leadership talent is an organization-wide goal. Discuss how the responsibilities of the development of leadership talent should be partitioned among Human Resources staff and line managers. Be sure to address both the identification and development of future leadership.
.
Self-Assessment PortfolioThis assignment asks you to reflect u.docxtcarolyn
Self-Assessment Portfolio
This assignment asks you to reflect upon your own interpersonal communication skills and evaluate your effectiveness as a communicator in interpersonal situations. There are a variety of self-assessments to choose from and the documents containing these assessments are in a folder on the course CelticOnline page. Choose 10 assessments to complete and make sure to complete the assessment first before reading more about what the assessment attempts to measure. Try to choose a variety of assessments to obtain a well-rounded understanding of your interpersonal communication skills.
After completing the assessments, for each assessment you will need to complete a 2-page assignment in which you need to address the following concerns:
· Description —describe the exercise/assignment using the concepts discussed in class and in the textbook.
· Purpose —identify the purpose of the exercise by relating the exercise to the principles or theories discussed in class, in the textbook, in additional readings, and/or additional information provided about the assessment.
· Analysis —analyze the process of the exercise, i.e., what you learned and how you came to realize key concepts related to the purpose; analyze your strengths and limitations related to this competency.
· Self-Assessment —conclude your report by stating how principles learned can be applied to your personal communication skills and/or your success in interpersonal relationships; what have you learned to help you develop this competency?
I suggest you complete assessments as we cover the corresponding material in class. Additional documents contain original research that cover the purposes and definitions of each assessment.
BE SURE TO GIVE PROPER CITATIONS FOR WORK/IDEAS/CONCEPTS THAT ARE NOT YOUR OWN. Each assignment should have a reference sheet where you site your sources that contributed to your understanding of that assessment.
Your Self-Assessment Portfolio is due at the end of week 8. Please compile all the materials into one document. Each assessment should be included with your responses noted, followed by its reflection assignment and then the reference sheet. This order will occur 10 times for all 10 self-assessments. You will be penalized for lack of organization in this manner. This portfolio is worth 100 points.
Self-Assessment Portfolio
This assignment asks you to reflect upon your own interpersonal communication skills and evaluate your effectiveness as a communicator in interpersonal situations. There are a variety of self-assessments to choose from and the documents containing these assessments are in a folder on the course CelticOnline page. Choose 10 assessments to complete and make sure to complete the assessment first before reading more about what the assessment attempts to measure. Try to choose a variety of assessments to obtain a well-rounded understanding of your interpersonal communication skills.
After completing the assess.
Self-Assessment for Administrators ofChild Care Programs.docxtcarolyn
Self-Assessment
for Administrators of
Child Care Programs
NCSU Directors man. 12/7/01 10:35 AM Page 1
Self-assessment for
Administrators of
Child Care Programs
Achild care program director must manage manythings at once and still be able to prioritize all tasks
in a day’s time. While remaining calm and collected, the
child care director must also be aware that changes may
affect the staff and the enrolled families. Whether the
director directs a small family child care home business or
a large center, the skills are basically the same. The size
and number affected just may differ.
Day-to-day management is important. But you also need a
strong personal philosophy about children and families, a
long range plan, and set of defined goals developed along
with staff and families.
If you are interested in learning more about yourself and
the skills needed to be an excellent program administrator,
then please work through this self-assessment.
Child Care Director’s and
Administrator’s Self-assessment
North Carolina Institute for Early Childhood
Professional Development
Name ________________________________________
Current Position _______________________________
I feel my personal strengths are:
To be a more effective child care administrator,
I think I need to improve:
My career goals are:
1
NCSU Directors man. 12/7/01 10:35 AM Page 2
Self-Assessment
There are 76 items covering 11 different competency
areas in this self-assessment. For each item, think about
your abilities and skills. Then give yourself an honest
rating between one and five.
5 = I have mastered this area and could teach others.
4 = I am strong in this area but could improve.
3 = I am average in this area.
2 = I am below average in this area and could learn more
êêêabout this.
1 = I really need help with this to be more effective.
Educational Knowledge and Skills
__ 1. I understand developmentally appropriate practices
and assure that they are used in every aspect of the
program.
__ 2. I understand the particular needs and characteristics
of children at each stage of development (i.e., infan-
cy, toddlers, etc.).
__ 3. I understand how important theories (such as those
by Piaget, Erickson, & Vygotsky) can be in guiding
practice in the classroom.
__ 4. I make special adaptations to include children with
special needs in the educational program.
__ 5. I assure that staff serve on IEP teams and incorporate
appropriate activities from the IEP in the classroom.
__ 6. I know the warning signs of abuse and neglect and
know how to make appropriate referrals to
supportive services.
___ Total Educational Knowledge and Skills
Organizational Skills
__ 1.I understand the legal standing and status of the
program, its history, philosophy, & goals.
__ 2. The mission of the program is based on parental
advice and needs.
__ 3. My work with the Program Advisory Board and
other advisory groups is productive.
__ 4. I use effective short-term p.
Self Reflection PaperAt the end of the semester, students are re.docxtcarolyn
Self Reflection Paper
At the end of the semester, students are required to write a 5 to 6-page Self Reflection Paper (Times New Roman font size: 12, double-spaced) in the APA style, of what they have taken away from this class. The Self Reflection Paper is somewhat like a process of analyzing, reviewing, summarizing and also questioning the experiences gained; it is not a summary of the seven (7) Modules of the assigned reading from the text, Seven Trends in Corporate Training and Development.
Rationale for Assignment: One way we learn is from experiences—they let us absorb (through reading, hearing and feeling), they let us do the activity, and they let us interact and apply the knowledge we learn when we socialize. Dewey (1933) wrote that another way we learn is by reflecting on these experiences. When we reflect, we are linking what we had just experienced and promoting a mental framework which is more complex and interrelated. This reflection and thinking allow us to look for things that are different, having commonalities, and also those that are interrelated, hence achieving the goal of developing higher order thinking skills.
MUST USED THESE TO FOR CITATIONS
Seven Trends in Corporate Training and Development.
Dewey, J. (1933). How we think: A restatement of the relation of reflective thinking to the educative process. Boston: D.C. Health.
Rubric
Grading Rubric for Reflection/Response Paper
Grading Rubric for Reflection/Response Paper
Criteria
Ratings
Pts
This criterion is linked to a Learning OutcomeQuality of Information
1.5 pts
Good understanding in the depth and breadth of the subject matter fully and all related concepts. Quality of work suggests personal reflection. Work is of exceptional quality.
1.0 pts
Some understanding of the key concepts and draws valid inferences. Articulately reflects some ideas, opinion, and alternate approaches.
0.5 pts
Understands basic key concepts but is unable to draw inferences. Information presented has some errors.
0.0 pts
Misunderstands key concepts. Significant errors in content, interpretation of the material. Reflection not relevant to material.
1.5 pts
This criterion is linked to a Learning OutcomeCritical Thinking
1.5 pts
Enhances the critical thinking process consistently through reflection in responses.
1.0 pts
Critical thinking & reflection are sometimes demonstrated in responses.
0.5 pts
Responds to some questions but does not engage in reflection.
0.0 pts
Does not respond to posted questions.
1.5 pts
This criterion is linked to a Learning OutcomeConnection to Outside Experiences
1.0 pts
In-depth synthesis of thoughtfully selected aspects of experiences related to the topic. Makes clear connections between what is learned from outside experiences and the topic.
0.7 pts
Goes into some detail explaining some specific ideas or issues from outside experiences related to the topic. Makes general connections between what is learned from outside experiences and the topic.
0.3 pts
I.
Select one of the following modern management authors Warren Be.docxtcarolyn
Select one of the following modern management authors:
Warren Bennis
Douglas McGregor
Tom Peters
Jim Collins
Harold Geneen
Ken Blanchard
Michael Porter
Michael Hammer
John Kotter
Peter Senge
Write a three-page paper on the author you selected and answer the following questions.
Use the MLA method to cite your sources for your paper.
1. What were the most significant contributions to management theory made by the author you selected?
2. Which aspects of their theories do you think are still relevant in today’s business environmen?
3. Which aspect of their theories do you doubt are still relevant in today’s business environment?
4. If you were going to perform additional research on their theories, which aspects of their theories would, you research. Why?
.
Select one of the following individualsTed BundyAil.docxtcarolyn
Select
one of the following individuals:
Ted Bundy
Aileen Wuornos
Charles Manson
See instructor for permission for any individual not listed
Write
a 700- to 1,050-word case study about the individual you selected.
Include
or
address
the following in your case study:
A brief summary of the selected individual's childhood history, as well as a brief summary of the crimes they committed
Score the ACES based on what you can learn about the individual's history. Based on the ACES results, identify the risk factors that may have contributed to delinquent behaviors exhibited by your chosen individual.
Identify any other extrafamilial and family factors you think may have contributed to the risk that were not reflected in the ACES score.
List any protective factors that may have helped to reduce the risk.
Include at least 2 peer-reviewed resources to support your findings.
.
Select and complete one of the following assignment option.docxtcarolyn
Select
and
complete
one of the following assignment options to explain the formative influence of mass media on American culture.
Write
a 350- to 700-word summary in which you answer the following questions:
What were the major developments in the evolution of mass media during the last century?
How did each development influence American culture?
What is meant by the term
media convergence
, and how has it affected everyday life?
APA guidlines
.
Select one of the cases on civil liberties that interests you..docxtcarolyn
Select
one of the cases on civil liberties that interests you. Provide an analysis that addresses the following:
The civil liberty that is addressed in the case, including the text of the amendment from the
Bill of Rights
An explanation of the Supreme Court's involvement, including the following:
The importance of the ruling (why it is significant)
How the case moved through the lower courts to eventually be heard by the Supreme Court
The powers granted to the Supreme Court by the constitution that allowed them to rule on the case
Format
your assignment as one of the following:
18- to 20-slide presentation with detailed speaker notes
875-word paper
Include
citations for all unoriginal ideas, facts, or definitions in an APA-formatted reference list.
.
Select an organization (Gwinnett County Sheriffs Office) with.docxtcarolyn
Select
an
organization (Gwinnett County Sheriff's Office)
with which you are familiar and
obtain faculty approval for your choice. Send your instructor a message from the Message tab.
Write
a 1,400- to 1,750-word paper that includes the following:
The organizational overview.
Prioritized assessment of the strengths, weaknesses, threats and vulnerabilities of your selected organization's security system(s), including facilities, people, information systems, and other appropriate assets.
The influence of crime and criminology in your assessment, as well as applicable national and global issues.
Incorporate the
SWOT matrix
into your assignment, along with supporting narrative. Address both tabs of the attached template, SWOT and THREAT.
TurnItIn Report
.
Select a psychological disorder and a local organization that prov.docxtcarolyn
Select
a psychological disorder and a local organization that provides mental health services. Obtain faculty approval of your selected disorder before beginning this assignment.
Research
the organization's website or speak to someone in the organization.
Write
a 700- to 1,050-word paper in which you examine your selected psychological disorder in the context of the chosen organization's goals. Include the following in your paper:
Identify multiple cultures the organization serves.
Identify symptoms of your selected disorder and describe how the interpretation of the symptoms varies across cultures.
Discuss how the impact of culture affects interpretations of symptoms and recommendations of services for that organization.
Include
a minimum of three credible, peer-reviewed references.
Format
your paper consistent with APA guidelines.
.
Senior Design Report Sample
Description:
This senior design project is called SafeStride. It is designed and made for people who do not have the ability to walk or need help walking. Many people around the world, and especially in the United States, who do not have the ability to walk without using cranes and crutches. However , there are many who use these tools incorrectly, therefore causing more harm on themselves rather than heeling themselves. So SDSU Electrical Engineering seniors came up with an idea of SafeStride in an effort to improve walking aids. The seniors came up with an idea of a cane that assists better in walking than the crutches and canes we see today. With the development of software technology and programming, students were able to make this cane send and receives data from a program, which then used by therapists and medical professionals to check if the cane is used appropriately by the person or not.
Devices:
There are many devices used in this project. For instance, one device is the Bluetooth RN42 chip. This device is coordinated to send information to a gadget where experts play out their investigation. More so, a lithium-ion battery that has energy which controls the gadgets found in the stick. At the base of the stick, there is a cell that checks the weight applied on the stick by the client. Also, there is a 18560 battery which is utilized to control up the stick's hardware through the charging of the battery. To get this stick working, sensors were used to measure metrics and use signals to send it to microcontrollers, and after they are sent by wireless to the computer.
Cost:
The project costed the students $643.43, $79.94 for the power components, $59.85 for the IMU, $120.54 for the Bluetooth Module, $125.70 for other components, and $151.85 for the materials of the cane.
Purpose of Assignment
This activity helps students recognize the significant role accounting plays in providing financial information to management for decision making through the evaluation of financial statements. This experiential assignment requires students to use ratios to evaluate and analyze a company’s liquidity, solvency, and profitability.
Two-Rivers Inc. (TRI) manufactures a variety of consumer products. The company's founders have run the company for thirty years and are now interested in retiring. Consequently, they are seeking a purchaser, and a group of investors is looking into the acquisition of TRI. To evaluate its financial stability, TRI was requested to provide its latest financial statements and selected financial ratios. Summary information provided by TRI is presented below.
Required:
a. Calculate the select financial ratios for the fiscal year Year 2. (use MS word or excel but excel is more recommended)
b. Interpret what each of these financial ratios means in terms of TRI's financial stability and operating efficiency.
500 words
Click the Assignment Files tab to submit your assignment.
Abstract :
K.
Seminar1240 www.thelancet.com Vol 387 March 19, 2016.docxtcarolyn
Seminar
1240 www.thelancet.com Vol 387 March 19, 2016
Attention defi cit hyperactivity disorder
Anita Thapar, Miriam Cooper
Attention defi cit hyperactivity disorder (ADHD) is a childhood-onset neurodevelopmental disorder with a prevalence
of 1·4–3·0%. It is more common in boys than girls. Comorbidity with childhood-onset neurodevelopmental
disorders and psychiatric disorders is substantial. ADHD is highly heritable and multifactorial; multiple genes and
non-inherited factors contribute to the disorder. Prenatal and perinatal factors have been implicated as risks, but
defi nite causes remain unknown. Most guidelines recommend a stepwise approach to treatment, beginning with
non-drug interventions and then moving to pharmacological treatment in those most severely aff ected. Randomised
controlled trials show short-term benefi ts of stimulant medication and atomoxetine. Meta-analyses of blinded trials
of non-drug treatments have not yet proven the effi cacy of such interventions. Longitudinal studies of ADHD show
heightened risk of multiple mental health and social diffi culties as well as premature mortality in adult life.
Introduction
Attention defi cit hyperactivity disorder (ADHD) is a
childhood-onset neurodevelopmental disorder char ac-
terised by developmentally inappropriate and impairing
inattention, motor hyperactivity, and impulsivity, with
diffi culties often continuing into adulthood. In this
Seminar, we aim to update and inform early career
clinicians on issues relevant to clinical practice and
discuss some controversies and misunderstandings.
Defi nitions of ADHD
ADHD is a diagnostic category in the American
Psychiatric Association’s Diagnostic and Statistical
Manual of Mental Disorders 4th edition (DSM-IV)1 and
the more recent DSM-5.2 The broadly equivalent
diagnosis used predominantly in Europe is hyperkinetic
disorder, which is defi ned in WHO’s International
Classifi cation of Diseases (10th edition; ICD-10).3 This
defi nition captures a more severely aff ected group of
individuals, since reported prevalence of hyperkinetic
disorder is lower than that of DSM-IV ADHD, even
within the same population.4 Key diagnostic criteria are
listed in the panel. DSM-5 has longer symptom
descriptors than those used in DSM-IV; these descriptors
also capture how symptoms can manifest in older
adolescents and adults. DSM-IV distinguished between
inattentive, hyperactive–impulsive, and combined sub-
types of ADHD; a diagnosis of the combined subtype
required the presence of symptoms across the domains
of inattention and hyperactivity–impulsivity. However,
ADHD subtypes are not stable across time,5 and DSM-5
has de-emphasised their distinctions. ICD-10 does not
distinguish subtypes; symptoms need to be present from
the three separate domains of inattention, hyperactivity,
and impulsivity for a diagnosis of hyperkinetic disorder.
The diagnosis of ADHD or hyperkinetic disorder also
requires the pre.
Seminar in Public Human Resources Administration Questions & Key Te.docxtcarolyn
Seminar in Public Human Resources Administration: Questions & Key Terms [Day One]
Critical Thinking Questions
1. Identify and describe the four public personnel management functions (PADS).
2. What are the four competing values that have traditionally affected the allocation of public jobs? Which three nongovernment values that have emerged recently conflict with them?
3. What is a personnel system?
4. What are the key programs that are impacting public personnel systems? Give an example of each.
5. Identify and describe the four traditional competing public personnel systems. What are the two emergent antigovernment personnel systems that have recently been added to them?
6. What does each of these three groups (elected and appointed officials, managers and supervisors, and HR directors and specialists) contribute to public personnel management?
7. What are the six stages in the development of the role of the public HR manager? What different expectations have people had for them in each stage?
8. What competencies do HR managers need, and where can they get them?
Key Terms: Please define and give one example
1. Civil Service Reform Act of (1978)
2. civil service (merit) system
3. collective bargaining
4. decentralized government
5. equal employment opportunity systems
6. faith-based organizations (FBOs)
7. franchise agreements
8. human resource management (HRM)
9. nongovernmental organizations (NGOs)
10. nonstandard work arrangements (NSWA)
11. Office of Personnel Management (OPM)
12. partnerships
13. Pendleton Act (1883)
14. political patronage system
15. privatization
16. contingent workers
17. exempt appointments
18. professional associations
Doing Public HRM in the USA
1
1
Leadership vs Management of Public HMR
What is leadership?
What is management?
How does leadership and management of HMR compliment each other
and how do they conflict with each other?
2
All
Solution
s are tomorrow’s problem,
Redefine the problem as a challenge,
then look for opportunities.
3
Problems that impact Public HRM in the USA
How many public employees are there?
Is it really cheaper to use third-party government and contingent workers than a public worker?
How many others share in the responsibilities with personnel managers and their technical specialist in the supervision of HRM?
How do they work in practice?
How do these shared HRM roles and functions translate into structures and administrative in a given organization?
How do the evolving values and systems affect the roles and competencies of public HRM?
4
Myths and Realities of Public Employment
All federal employees symbolize government bureaucracy!
In reality they only constitute about 13 percent of all public workers.
The primary federal functions are national defense, postal service, and financial management.
The primary state and local functions are education, police protection, highways, corrections, welfare, and utilities.
Education comprising mo.
Seminar in Strategic-3 Management-V3BAjay K. Garg604-648-4.docxtcarolyn
Seminar in Strategic-3 Management-V3B
Ajay K. Garg
604-648-4495
[email protected]
Executive Summary
An executive summary is a brief section at the beginning of a long report, article, recommendation, or proposal that summarizes the document.
It is not background and not an introduction.
People who read only the executive summary should get the essence of the document without fine details.
The executive summary is concise, typically one to two pages long, and presents the main points in a formal tone.
For example, a business plan for an external audience includes financial information and details on the size and scale of a company.
Startups seeking funding and investors treat the executive summary as a way to get the reader’s attention by highlighting specific financial requirements and how it impacts the business strategy.
Summarize the information you’re presenting in a manner that keeps the reader engaged and motivated to continue reading.
Introduction
Introduction:
The opening statement, paragraph, or section should clearly state the document’s purpose and the content to follow.
Deciding on how to use this section comes down to the desired outcome for the reader or audience.
They want to immediately find value in the information you present, so the details included in the introduction should grab and hold the reader’s attention.
Company Information
Company Information:
When writing an executive summary for an external audience, include your company name, a description of your mission or purpose, contact information, location, and the size and scale of your operations.
In some cases, the summary introduces the founders, investors, and corporate leadership.
It might include background information of each that outlines previous industry or startup experience, or historical context on the current state of the company.
When used in a presentation or research report, introduce the team presenting or responsible for the report’s findings.
Products and Services
Products and Services:
The executive summary is the place to highlight the problem you solve or the need you fulfill.
For a report, this is where you might highlight what you researched and what the reader should know about your findings.
For marketing plans or product launch presentations, tell the reader why your service or product is relevant at this particular moment in time.
Market Analysis
Market Analysis:
The executive summary of a business plan might profile the target customer and explain the market opportunity for a product or service.
Consider answering questions like: Is there a five year plan for this market?
How do you anticipate growing the customer base and improving market share?
What stands out from your research about your customers that the reader should know before you summarize the rest of the business?
Competition Analysis
Competition Analysis:
This section should include answers to the following questions:
Wh.
Semi-literate children in a remote village were given access to a co.docxtcarolyn
Semi-literate children in a remote village were given access to a computer and taught themselves molecular biology.
Discuss in 500 words what this says about governments responsibility to break the
digital divide
. Include at least one quote enclosed in quotation marks and cited in-line.
.
Semester Spring 2020Course Code PHYS218Course Title.docxtcarolyn
Semester: Spring 2020
Course Code: PHYS218
Course Title: Modern Mechanics
Experiment #: TAP 3
Experiment Title: VARIABLE g PENDULUM
Date: ……………………….. Lab#................................
Section: ……………………….
Student Name
Student ID
Feedback/Comments:
Grade: …….. /100
1. Introduction
This experiment explores the dependence of the period of a simple pendulum on the acceleration due to gravity. A simple rigid pendulum consists of a 35-cm long lightweight (28 g) aluminum tube with a 150-g mass at the end, mounted on a Rotary Motion Sensor. The pendulum is constrained to oscillate in a plane tilted at an angle from the vertical. This effectively reduces the acceleration due to gravity because the restoring force is decreased.
2. Objectives
· Measure the effective length of variable-g pendulum.
· Measure the period of a variable-g pendulum for different values of the tilt angle and verify the dependence of the function T versus .
· Measure moment of inertia
3. Experimental setup:
· Large rod base
· 45 cm stainless steel rod
· Angle indicator
· Rotary motion sensor
· Pendulum accessories
· Air link PASPORT interface
4. Theory
The period of a simple pendulum is given by:
(1)
Where is the acceleration due to gravity and the approximation becomes exact as the amplitude of the oscillation goes to zero. We will limit to angles less than 10° (0.17 rad) where assuming the equality in equation 1 holds produces an error of a fraction of a percent. Here it is understood that is a constant acceleration that acts in the plane of oscillation.
The pendulum we use is actually a physical pendulum (not a point mass) so equation 1 is replaced by the rotational analog:
(2)
where I is the moment of inertia of the system about the fixed axis, m is the mass of the brass masses (150 g) plus the rod (26 g), and r is the distance from the axis to the center of mass of the rod plus masses (~31 cm). Note that I, m, & r are all constant and that I/mr must have the units of length so we may write:
(3)
where is the effective length of a simple pendulum that would behave the same as our physical pendulum. We may then re-write equation 2 in the form of equation 1:
(4)
We will determine by measuring the period when . Then we have:
(5)
In this experiment, the acceleration will be varied by tipping the plane of oscillation of the pendulum by an angle of θ from the vertical (figure 1). The component of g that is in the plane of oscillation is where:
(6)
Figure 1: Components of g
Note that the component of g perpendicular to the plane of oscillation, , is cancelled by forces in the rod since no motion is allowed in this direction. Putting it all together gives:
(7)
Finally, combining equation (4) and (6) we have:
(8)
5. Pre-lab Preparation
Read section 11.2 (page 422). Also read the slides posted on Moodle corresponding to chapter 11.
6. Experimental Procedure
a) Adjust the an initial angle of 0° (figure.
Semester Paper • The paper must be a minimum eight page (e.docxtcarolyn
Semester Paper
• The paper must be a minimum eight page (excluding the cover and reference pages)
double spaced paper in APA format (consult a model which is on Blackboard above
where the videos for this class are located).
• This paper should be over a peace and justice topic the student has a genuine interest in
(and be related in one or more ways with the organization one has selected).
• The student’s identification and initial contact with a peace group or organization must be
an important part of this paper around which selected peace study theory, concepts and
ideas must revolve (consult Louisville Peace Web on Blackboard above where the videos
for this class are located). If a student in this class does not live in or close to the
Louisville area, and a peace and justice organization of interest is in their area, it is best
that that organization be the student’s focus.
• The peace study group or organization with which one will work must be documented in
an appendix to the paper, as well as in the references page(s).
• Students must be given written email approval for the paper topic by the instructor at
least one calendar month prior to the due date.
• The student will provide a purpose for the topic, a tentative title, and, two sources with
one being a peer review journal source in order for approval to be granted.
NOTE: Since the capstone course (PEAC 550) requires a longer paper and hours of work
with a peace and justice organization, this assignment in PEAC 325 is designed to make
the transition to the capstone class considerably easier. As such this paper should not
only focus on an instructor approved topic of genuine interest to the student, but also
requires the documentation of the initial stage of identification, (in-person) contact and
acceptance for later work with a peace and justice organization in the Louisville area (or
the area nearest where the student is located if the student does not reside in the
Louisville area). Additionally, the peace and justice organization name, mission and
goal(s) must be integrated into the paper in an appropriate place.
NUR204: Week 9 Assignment Page 1
`
Assignment: Change Paper
Assignment Overview
In this assignment, you will assess a current semi-direct or indirect nursing situation that is in need
of change. Observe a healthcare environment, focusing on areas of the nursing process that are
inefficient, unsafe, or problematic in nature. Diagnose the problem and choose a nursing change
theory that suits the change(s) you want to make. Propose a detailed plan based on your chosen
change theory, explaining how to implement change. Develop criteria to evaluate the effectiveness
of the plan and include a timeline for your change proposal. Finally, reflect on how your change
affects the nursing profession.
Assignment Details:
Perform the following tasks:
Complete the reading assignment and.
Selling to the Government Best Prospects for Small Entreprene.docxtcarolyn
Selling to the Government : Best Prospects for Small Entrepreneurial Firms Page 2
International Management
Summer B
Professor J. Haar
Selling to the Government:
Best Prospects for Small Entrepreneurial Firms
Prepared By:
Andrew Hussey
Cecilia Jimenez
Juan Diego Membreño
Table of Contents
3Introduction - Why Sell to the Government?
4Department of Defense (DoD) - Brief Information
5Laws, Rules, Restrictions/ Limitations
7Confidentiality and Security
8Small Businesses Programs
12Contracting Methods & Bidding Procedures
15Contracts
16General Services Administration - GSA
17Advantages and Disadvantages of Selling to the Government
18Effects of Political Change
19Best Prospects for Small Businesses Entrepreneurs – By Industry
21Other Government Trends
23CASES AND SUCCESS STORIES:
24Rose Wang &Binary Consulting Inc.
24Lurita Doan & New Technologies Management Inc.
25Turkish Firms Using DoD Procurement Programs
25Bavarian Nordic – Denmark, Biopharmaceutical Company
26Steps to Consider
28Difficulties
30Foreign Firms and US Government Contracts
31Strategies and Final Recommendations
32Conclusion
34REFERENCES
38APPENDIX
Selling to the Government: Best Prospects for Small Entrepreneurial Firms
Introduction - Why Sell to the Government?
Selling to the United States government is a multi-billion dollar market – per year. The size of this market cannot be given a specific monetary value, due to the fact that every year, the U.S. government spends more money than it did in the previous year. Trends are showing that government spending increases every year sometimes by as much as ten to twenty percent. Back in the mid-1980s, selling to the government was roughly a $30 billion per year market (Black 1989). Since then, government spending has increased more than ten fold. This is especially apparent in the defense segment of the government. The United States government will not hesitate to spend whatever it needs to satisfy the wants of its defense, regardless of how much it stands to lose or gain.
With a market this big, there is no end to the opportunities that exist for the small business man or woman. This paper will focus on the opportunities that exist for disadvantaged small entrepreneurial firms who would like to sell to the government and touch on what would be required for such a firm to do so. The thought of having the government as a consumer of these small disadvantaged businesses seems like an awkward situation, but it provides for much of the growth of these small firms, both domestic and foreign.
[See Definition in Appendix for Small/Disadvantaged/Minority Firm]
Department of Defense (DoD) - Brief Information
The United States Department of Defense, created in 1949, is the executive department of the government that watches over everything involving or relating to national security and the military (DoD “About DoD” 2007). Its headquarters is the Pentagon, located in Arlington County, Virginia. The DoD has more.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Normal Labour/ Stages of Labour/ Mechanism of Labour
Selection of our books indexed in the Book Citation Index .docx
1. Selection of our books indexed in the Book Citation Index
in Web of Science™ Core Collection (BKCI)
Interested in publishing with us?
Contact [email protected]
Numbers displayed above are based on latest data collected.
For more information visit www.intechopen.com
Open access books available
Countries delivered to Contributors from top 500 universities
International authors and editors
Our authors are among the
most cited scientists
Downloads
We are IntechOpen,
the world’s leading publisher of
Open Access books
Built by scientists, for scientists
12.2%
116,000 120M
2. TOP 1%154
3,900
2
The Strategic Approach of Total Quality and
Their Effects on the Public Organization
Luminita Gabriela Popescu
National School of Political Studies and Public Administration
Romania
1. Introduction
The main objective of this chapter is to emphasize the main
effects produced, in an
organization, by the integration of total quality strategy within
the general strategy of the
organization. For this integration to be possible it is mandatory
to construct an adequate
context. In the second part of the chapter, the transfer achieved
through the integration of
quality strategy within the organization’s strategy is
undertaken.
The research methodology that consists of the institutional
analysis (Meyer and Rowan,
3. 1977; DiMaggio and Powell, 1983; North, 1990) is a type of
social science research that seeks
to reveal the effects on formal policies, informal norms and
interpretations of the practices
associated representative of a particular area on the actual
scope.
The organizations analysis highlights ways in which different
social institutions - legal
norms, regulations, procedures and their associated meanings -
and propose working
material and symbolic incentives (reputation, trust,
accreditation) and thereby generate
configurations of processes, strategies and practices at the
organizational level.
Carrying on, we will present the main steps contained by the
two parts of the chapter
2. The constitutive context of quality strategic approach
Under the pressure of the citizens whose exigencies are
becoming more and more
sophisticated; of the new management approaches that imply,
for example, the
abandonment of the Management by Objective and the
endorsement of the Management
4. by Results; of domestic political forces and due to constrains
from the global social-
political forces, the need for reform and innovation in the public
sector is more and more
obvious.
In the bureaucratic hierarchy, activities take place according to
general rules and norms. The
main objective of the structures and the managerial control
instruments is ensuring the
conformity with the prior rules and norms. In such a system, the
improvement of the
efficiency and the effectiveness of the processes involve
endorsement of several legislative
alterations.
www.intechopen.com
Quality Management and Practices
12
2.1 Meta-organization
In this new context “quality approach in public sector is not
only a technical measurement
5. and implementation issue. It is also a political problem where
changes in quality are
connected to government activity and, in the end, to society
activity”1
This implies that public organizations evolve2:
a. from a closed, self-centered service provider to an open
networking organization which
public trust in society through transparent process and
accountability and trough
democratic dialogue;
b. from an internal (resources and activities) focus to external
(output and outcome) focus;
c. from a classical design-decision-production-evaluation cycle
to an involvement of
stakeholders in general, and citizen (as customers) in particular
at each and every stage.
Achievement means giving up old paradigms and acceptance of
some innovative
approaches in which services beneficiaries / users are, at the
same time, co-participants in
the innovation of the public service they benefit from. In other
words, the development of a
new type of relationship between public services providers and
6. their beneficiaries /users is
necessary.
Moreover, the new managerial approaches related to quality
strategic approach
(Management Based on Results) impose closer attention paid to
results.
Focusing on results expresses the need for the creation of a
strategic vision of the expected
finality, vision which exceeds the orders of the organization and
which takes into
consideration, on the one hand the fructification of the positive
influences from external
factors, and on the other hand reduction (elimination) of threats
coming from them.
Consequently, the innovation of public services according to
these coordinates becomes
possible only when a meta-organization which the organization
of public services,
beneficiaries / users of public service interested in outputs and
other categories of
stakeholders interested especially in results be part of, can be
achieved The meta-
organization, as a flexible network-type structure, is built in
such a way that it contains both
7. the organization that provides the service and the actors that
surround it. The latter are
either customers/users of the service or representatives of the
community’s interests. In
figure 1 the meta-organization is represented for a particular
case of a social service.
The actors involved are users/customers of the provided public
service, representatives of
the community’s interests observing the exigencies necessary to
the provision of the service
and other categories of stakeholders, as well.
We think that the presence of International/European Bodies in
the structure of a meta-
organization is a gain because the former can be used as “bases
of best practice”, useful for
improving the performances of the provided service.
1 C. , Politt and G., Bouckaert, Quality Improvement in
European Public Services, SAGE Publication Ltd.
London, 1995. p.12.
2 C., Pollitt, G.,.Bouckaert, E.,Loffler, Making Quality
Sustainable: Co-Design, Co-Decide, Co-Produce, and
Co-Evaluate, The 4QC Conference, Tampere, 2006., pp.5-6.
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8. The Strategic Approach of Total Quality and Their Effects on
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13
Fig. 1. The Model of Meta-organization- The case of the public
service for social protection
at local level (Adapted after L.G.Popescu, (2005), Public
Policy, Ed.Economica, Bucharest,
p.135)
This construction represents a potential solution based on co-
operation between all the actors of
the meta-organization, aimed at creating innovatory public
services.
Cooperative solutions are required, not only in the form of co-
operation between
governments but also through co-operation between
governments (centrally, regionally,
locally), civil society association and other stakeholders such as
media and business (C.,
Pollitt, G.,.Bouckaert, E., Loffler, 2006, p.8).
As a first conclusion, the configuration of the constitutive
context of public services innovation
9. through the strategic approach to quality implies the need for a
new strategic and innovative
thinking in the relationship between the central administration
and the local and regional
administrative organizations, between administrations and
citizens belonging to local and
regional communities, between administrations and different
groups of stakeholders.
Secondly, there is an urgent demand to make the central and
local administration structures
more efficient (for them to become compatible with the flexible
structure of the meta-
organization) and to limit the decision-making capacity of the
administrations by involving
citizens and interest groups representative for the community in
the decision-making process.
Pragmatically, the achievement of such a structure implies
overcoming a variety of
challenges. On the one hand, are the members of the community
aware of the importance of
their commitment? Are they truly motivated to take part in such
a structure? On the other
hand, how prepared are political representatives and public
authorities to accept co-
operation with different categories of stakeholders?
NGOs providers of
10. social services
Associations
for the elderly
Economic interest
groupsInternational
Bodies
Other stakeholders
Media
groups
Local Authority
providers of social
services.
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Quality Management and Practices
14
First of all, the lack of a quality culture with all the actors of
11. the meta-organization (respectively
the quality culture of the members of the community) is one of
the major difficulties to
overcome in reaching the success of this construction. The
responsibility of both political and
public authorities to enable this structure to become functional
must be focused on the
development of this type of community culture. Only when
community members become
aware of the benefits of the innovation of public services
through quality and are willing to
commit themselves in different forms, the meta-organization
will be substantial.
In conclusion, achieving the quality strategy in public services
as seen by this paper is
impossible without an informed and active community truly
involved in the innovation of
public services. Mutually, the members of the community
cannot reach the level of quality
culture that implies commitment and attendance if the
responsible agents at the central,
regional or local level do not focus their efforts towards both
stimulating the members of the
community to commit themselves to innovating public services
and revealing the
advantages of “listening to the customer’s voice” rather than
“listening to the hierarchy voice”
(L.G. Popescu 2002, p.56).
2.2 A new projection of the quality circle
In these circumstances the traditional, purely legal relationship
between consumer and
provider is replaced by a creative cooperation and collaboration
between the actors of the
12. meta-organization.
Fig. 2. The shift to co-design, co-decision, co-production and
co-evaluation
Source: C., Pollitt, G., Bouckaert, E.,Loffler, (2006), Making
Quality Sustainable: Co- Design,
Co-Decide, Co-Produce, and Co-Evaluate, Report of The 4QC
Conference, Tampere, p. 7.
Production
DecisionEvaluation
Co-designe
Co-evaluation Co-decision
Co-production
Designe
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Moreover, inside the meta-organization, the contradictions
13. between the concepts
“consumer” and “provider” and the cooperation and creative
dialogue relationships
between actors should be revealed.
In figure 2, one can see the result of this deep change
determined by the principles on which
the new type of relationship develops; from the traditional type
where the consumer was
“stopped at the gate of the organization” to the new one, where
he becomes co-participant
throughout the quality cycle: co-design, co-decision, co-produce
and co-evaluation (C., Pollitt, G.,
Bouckaert, E., Loffler, 2006, p.7).
3. Quality strategic approach
From the meta-organizational point of view, the Strategic
Approach to Quality is formulated
based on a macro-vision of itself and it is the ability to
simultaneously conduct changes of the
consisting systems.
According to our theory, which we will try to demonstrate here,
the Strategic Approach to
Quality materializes in a complex change oriented towards four
dimensions: re-defining the
potential meta-organization, re-structuring the meta-
organization, re-vitalizing the portfolio of the
meta- organization and reinventing the mentalities (see fig.3).
Fig. 3. The stages of Quality strategic approach in public
services
3.1 Re-defining the potential of the meta-organization
14. This dimension implies giving up old patterns and restricting
thinking concepts, and accepting
new patterns and visions of what the provided public service is
and what it could become.
The contents of this transformation include: achievement of
mobilization for Quality,
creation of a strategic vision focused on Quality and projection
of a measurement system for
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Quality Management and Practices
16
Quality. In the centre of this transformation there is the
development of the energies necessary to
the innovation of the service, in other words the mobilization of
intelligence and motivation both
at the level of the external actors and the internal ones in order
to innovate the public service.
3.1.1 Mobilization for quality
Analyses and studies conducted in several organizations in the
Romanian public sector have
led us to the conclusion that the difficulties occurred during the
15. application of the Quality
strategic approach are mainly results of the maintenance of the
traditional system where the
relationships are essentially bureaucratic and hierarchical.
The political leaders determine what service has to be provided,
on what terms and to whom,
and bureaucrats and professionals subsequently organize and
deliver that service. The role of
the citizens is mainly passive. In such a system, completely
inadequate for the present-day
needs, activities take part without paying attention to the effects
on the community / society
as a whole. The conditions or quality mobilization to become
operational are:
- The development of an open communication system mainly
characterized by the free circulation
of formal and informal messages within the meta-organization.
Messages are sent in every
direction: on the vertical, in both ways and on the horizontal,
without any constrains or
inhibitions imposed by the chain of command of the hierarchy
in the organization;
- Participation, meaning the degree in which the internal and
external actors involve themselves
in the cycle of the quality: design, decision, production, and
evaluation.
Applying these tenets requires managerial efforts oriented
firstly towards
acknowledgement of the importance of the relationship between
the actors and secondly,
16. towards the provision of resources and information, support and
freedom of initiative
necessary to develop this relationship satisfactorily.
Contrary, there will be negative effects both on the external
actors whose requirements have
not been met, and on the internal factors which will be
frustrated and de-motivated by the
lack of finality in their actions.
In conclusion, orientation towards the external factors is
reflected through the managerial
availability to satisfy the internal actors’ requirements because
only when their needs are
satisfied they can focus on other actors in the meta-organization
and not on their own necessities.
3.1.2 Creation of the strategic vision
Being a reflection of the managerial philosophy of the
organizational action mode of public
services as a whole, this vision represents both a challenge to
exceed the status quo and the
essence of the most significant meta-organizational aspirations
in a new raison d’être.
The development of the strategic vision focused on Quality
offers the opportunity for the
17. management to commit itself to an aggressive strategic
approach, but to maintain enough
realism to be a permanent source of concentration and
motivation.
The organizations of public services are directly influenced by
the innovative ability of the
services provided, and the approach which reflects the strategic
essence of Quality is a major
support not only in the articulation of the strategic intention,
but also in motivating through
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The Strategic Approach of Total Quality and Their Effects on
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means specific to Quality: involvement of the strategic
management, continuous
improvement, innovation and reengineering at the level of the
meta-organization.
3.1.3 Projection of a system of quality measurement
The confirmation of the achievement of the strategic vision of
Quality is possible only after
18. the building of a system of continuous measurement, gathering
and reporting of actions referring to
the quality of exits and results. Focus on Quality in the public
sector can be situated at the
three levels: the micro, the meso and the macro level of the
society.
Micro-quality is an internal quality concept that applies to the
interrelationships of the top,
middle and base of an organization.
Meso-quality is an external concept that applies to the
relationships between producer and
consumer, or supply and demand, or provider and user.
Macro-quality is a generic system concept that applies to the
relationships between a public,
service and the citizenry, and to the relationship between the
state and civil society (C. Politt
and G. Bouckaert, 1995, p.14-15).
The construction of the system must be oriented to measure:
1. Meso-quality-, i.e. satisfying users / customers exigencies;
2. Macro-quality-, i.e. gain for society / community;
3. Micro-quality- i.e. interventions in the organization, among
which there are:
19. i. the quality of processes, their efficiency and effectiveness;
ii. the expectations and satisfaction of the members of the
organization.
The system of quality measurement was projected in the stage
that contains a series of
performance indicators, performance through which one can
determine on a value scale up
to which level public interests have been satisfied and at what
expense. The performance of
a public organization is determined according to the way
human, material, informational
and financial resources are used to achieve the objectives
established at the level of service
beneficiaries’ expectations.
The process of measuring the performance results in the public
sector is, most specialists
admit, an especially difficult one for several reasons:
- multitude and diversity of stakeholders in a public institution:
current and potential
customers, electors, elected representatives, non-profit
organizations, professional
groups, unions, public managers, the government etc;
20. - differences in evaluation and perception of performance
among stakeholders;
- non-existence of a competitive environment where certain
services are offered from the
position of monopoly some public institutions and
administrative authorities have on
those services;
- nature of the public service offered;
- complexity of the social-political environment which
generates a series of risks with direct
influence on performance achievement; and
- influence of political values.
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Quality Management and Practices
18
The confirmation of achievement of the strategic vision of
Quality is possible only after a
system of continuous measurement, gathering and reporting of
actions referring to the quality of exits
and results is built. As you can see in figure 4, the construction
of the system must be
21. oriented to measure:
1. short term results, i.e. satisfying users / customers
exigencies;
2. long term results, i.e. gain for society / community;
3. the quality of interventions in the organization, among which
there are:
i. the quality of processes, their efficiency and effectiveness;
ii. the expectations and satisfaction of the members of the
organization.
INPUTS
INTERVENTIONS
OUTCOMES
Long-termLongLong--termterm
Short-termShort-term
ExternaExternal l
environmentenvironment
SubsidiesRegulation Outputs Investments
Fig. 4. The chain of the results
The process of measuring the performance results in the public
sector is, most specialists
admit, an especially difficult one for several reasons:
organization: current and potential
customers, electors, elected representatives, non-profit
22. organiations, professional
groups, unions, public managers, the government etc;
among stakeholders;
-existance of a competitive environment where certain
services are offered from the
position of monopoly some public institutions and
administrative authorities have on
those services;
-political environment which
generates a series of risks with direct
influence on performance achievement;
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Starting from these ground reasons, in 1994 Stewart and Walsh
considered that the
evaluation of the performance in the public sector is based on
the political argument that
defines the coordinates for the identification of performance
criteria.
23. The steps towards performance measuring are the following:
ected results (ER);
achieving the results;
indicators;
ther data referring to each indicator;
previously determined.
Indicators used in defining the expected results (ER) are
characterized by:
n;
stakeholders;
be observed.
Measuring the satisfaction of the metaorganizational actors
From the perspective of external actors, innovation of the public
service through quality implies
satisfaction of the indicators considered representative for
defining the expected results3
The fact that external consumers’ satisfaction is expressed
according to the quality of
products and services is the result of a significant number of
elements determined by both
24. the product itself (Q) and the circumstances it was delivered in
(VALITYM) and thus, we
consider that the measure of the external consumers’
satisfaction (SCE) can be expressed by an
algebraic sum of the measure of the satisfaction brought to
consumers by each element of
the set {QVALITYM} according to relation (1.1):
8
1
{QVALITYM}
i
SCE Si i
where Si is the measure of the consumer’s satisfaction brought
by the quality of element i.
According to this relation, SCE is maximum if each SQ … SM
is maximum. Practically,
problems should be approached differently because the
importance of each element of
{QVALITYM} varies according to each consumer or segment of
consumers.
In this hypothesis, external consumer satisfaction must be
25. expressed according to:
1. Satisfaction (Si) of the quality achieved by each element of
the set {QVALITYM};
2. Importance Wi given by the consumer to each element of the
set {QVALITYM}.
Thus, relation (1.1) becomes relation (1.2):
3 J.Kelada defines quality through a number of seven indicators
: Conformity, Volume, Administrative
Procedures, Location, Interrelations, Image, Time Yield
(QVALITY). L.G.Popescu adds environment
(M) to those defined by J.Kelada.
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Quality Management and Practices
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To point out
8
1
{QVALITYM}
i
SCE WiSi i
26. The importance given by consumers to each Wi,
with the restriction:
8
1
100%; {QVALITYM}
i
Wi i
In figure 5 one can see the importance given by the external
actors to each indicator that
defines the satisfaction of the public interest.
Fig. 5. Illustration of public interest satisfaction according to
metaorganizational actors’
assessment
The zone in the centre of the figure represents the way the
actors of the analysed
metaorganization relate to each of the elements of the set
QVALITYM, theoretically being
considered as having the same importance (the 8 sectors in the
circle are identical).
27. From the analysis of this figure we can conclude that the most
important dimension is
Quality, it has 25%. Economic efficiency and Delivery venue
are the next important
dimensions, they have 20%, while delivery Time has 15% and
Volume 10%. Consumer-
provider relationships and Environment have the same
procentage, 5%.
If this exercise is done again on a different type of service, the
dimensions in figure 5 will be
completely different, being determined by the preferences of the
actors of the metaorganization.
Measuring the satisfactionof the internal actors
The relationships between the internal and external actors are
especially important in the
philosophy of Quality Management having a great impact on the
satisfaction of the public
interest. Although, when we talk about quality there is an
instant tendency to refer to the
quality of the service, for Quality Management the emphasis on
quality of the people is
Yeld
Location
Administation
Volum
QualityTime
Interre
28. lation
Environment
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substantial. Practice proves that organizations where public
managers give importance to the
quality of the human relationships have already completed half
the way to the achievement of
the quality strategic approach. That is why the measurement of
their satisfaction is mandatory.
Process measurement
The system of Quality Measurement involves controlling both
process results (the so-called
final inspection) and control points in the on-going process (the
so-called interphasic
inspection).
Generally, the achievement of a coherent Measurement System
which comprises both types
of measurement is difficult. Its difficulty is not to determine a
model for the Measurement
System, but to mobilize the members of the organization to
involve in identifying and
29. measuring in the decisive points, both final and interphasic
Starting from these reasons, we
can consider that the evaluation of the performance in the
public sector is based on the
political argument that defines the coordinates for the
identification of performance criteria.
3.2 Re-structuring the meta-organization
Participation of the actors contained by the meta-organization to
the decision making
process regarding restructuring of the organization gives it more
legitimacy and increases
their satisfaction, as well. The details of restructuring are
presented in the following lines.
Participation of the actors contained by the metaorganization to
the decision-making process
regarding restructuring of the organization gives it more
legitimacy and increases their
satisfaction, as well. The details of restructuring are presented
in the following lines.
3.2.1 Creation of a model of continuous improvement of
economic profitableness
In the context of limitation of other economic models, there are
questions such as: Which is
the real relationship between quality and profitableness? What
actions need to be taken to
link the process of quality improvement to profitableness? The
answers to these questions
include decisions referring to: where and how improvement
efforts must be focused, what products
/ services must be sold, what prices must be charged and when.
30. The model we suggest brings up again the paradigm associated
to the present economic
concepts and, at the same time, it offers a logical solution to
build an infrastructure that
favours financial performance. This model changes the approch
towards increasing the
viability of the business and completes the present environment
from a global perspective of
profit problems.
The development of the model is focused on making the
business profitable, i.e. optimizing
the two factors: profitableness and assets; which are part of a
profitable business.
Profitableness is the profit limit achieved according to the
turnover. Profit expresses the
economic value of the business on the market, respectively its
quality to create supplementary
wealth. In a broad interpretation of the definition of
profitableness, we can say that it is not
measured only by the presence of profit, but alsoby the quality
of the business to provide customers
with products / services they need and the competition cannot
offer.
The financial health of a business implies placing under
discussion the second factor of the
relationship, capital rotation. The business is more performant
when it mobilizes less capital
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31. Quality Management and Practices
22
to achieve the same turnover and reduces the time between
expenses and cashings. In other
words, the faster the answer to the market is, the higher the
probability of optimizing the
business profit is.
Capital rotation is the speed at which the business converts
expenses into turnover, measures
the speed at which the business is able to satisfy the market.
This rotation depends on the cycle
of development, production, and marketing and on the
flexibility of the business reaction
speed. Thus, the relationship of profitableness although it seems
to be a purely financial on,
actually is the measure of the quality of the organizational
adaptation to the market.
In conclusion, the economic model suggested above intends to
accurately record the customer’s
voice regarding the added value and the speed at which this is
brought onto the market.
The projection of this model implies four stages with the
following content:
a. analysis of the profitableness of the product / service
beginning with the strategic placement;
b. analysis of the present profitableness of the product / service;
c. identification of constraints; the importance of identifying
these constraints and their
32. impact on the strategic objectives lies in determining the
directions of improvement
efforts. Moreover, the profitableness of the organization would
be maximum, at least
theoretically if one knows and masters these constraints and
limitations. According to
their origin, there are several categories of constraints:
i. behavioural;
ii. managerial;
iii. production capacities;
iv. logistics;
v. conditions outside the organization;
vi. mentality regarding costs.
d. allocation of resources to different activities (ABC / ABM)
Creation and reprojection of the allocation of resources system
implies focusing on the
targets of the business processwithin the chain of value. Each
process is divided into
component activities to which the corresponding costs are added
in the ABC technique
(Activities Based on Costs). This technique provides accurate
information about the
improvement of results and elimination of difficulties.
According to this approach resources
are allocated to the activities leading to the product
achievement, not to the product, as it
happens in the traditional approach. Essential to establishing
the real costs of projection,
execution and distribution of a product, ABC/ABM techniques
(Activity Based on
Costs/Activity Based on Management) are a useful tool in
Quality Management.
Through the association between ABC/ABM techniques and
33. certain practices specific to
Quality Management, the process of establishing the total cost
of a product goes through the
following stages4:
a. identification of all activities which, directly or indirrectly,
contribute to the achievement
of the product is characteristic to technique ABC.
b. selection of activities according to their contribution to the
achievement of the product
and which expresses technique ABM logics. And (according to
Law Pareto) as about
4 Kelada J. op. cit. p. 377
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20% of all activities create 80% of the value of the product,
they must be paid the
greatest attention.
c. gathering the activities inside the process of achieving the
product / service. Through the
practice specific to Quality Management of creation of
horizontal teams, they succeed in
34. integrating the activities and the functions into a unitary
process.
d. global integration by linking the process of achieving the
product / service to the internal
actors, external ones and stakeholders composing the
metaorganization; which reflects
the integration of the strategy of Quality at the level of this
structure.
3.2.2 Reprojection of work architecture
Public organizations where direct quality costs exceed 15-20%
of the annual turnover are
considered by O.Gelinier5 ghost factories. Under this name a
duality specific to non-
performant companies is hiding: on the one hand, the
competitive factory which produces the
economic value, and on the other hand, the ghost factory which
produces non-value at the
expense of the competitive factory.
The implementation of a reduction programme for non-quality
based on the principle of
zero-faults (zero faults, breakdowns, delays, stocks and
bureaucracy) is the Quality strategic
alternative to eliminate the ghost factory and thus, to increase
productivuty and production
capacity.
35. The decision of implementation of a reduction programme for
non-quality took into account
the ghost sub-activities that existed in different sectors of the
company and was firstly
directed towards the areas with the biggest loss.
Simplification of individual processes through reduction and
elimination of ghost sub-
activities contributes to the reduction of the possibilities for
errors to occur and the
reduction of errors determines the reduction of the number of
repetitive stages in a
process, and so on.
According to the previous statements, the methodology of
achieving a new work
configuration includes the alternative of continuous
improvement of the existing process. In
case this alternative becomes either impossible or achievable or
too expensive, the
alternative is the implementation of an improved project of the
process, through
reengineering6. In this respect, we underline that both
alternatives are components of the
improvement process specific to innovation through quality.
Reconfiguration of the entire network which will integrate the
objectives and measurement
systems in a real production process, is a long term change for
which achievement managerial
efforts, costs and resources are involved. A very good example
is just in time (JIT), which is a
36. rather recent managerial approach focused on the elimination of
loss at the level of the
entire organization based on the reduction of manufacturing
times, stocks and waiting
times. Achievement of the proposed objectives is possible only
if the management promotes
the philosophy just in time at the level of the entire
metaorganization.
5 Gelinier, O. (1990) ,Stratégie de l`entreprise et motivation des
hommes, Ed. Hommes et Techniques, Paris,
p.112.
6 M., Hammer, J.,Champy (1996) Reeingineering of Enterprise,
ed. Tehnică, Bucureşti, p.25.
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Quality Management and Practices
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3.2.3 The development of the infrastructure for Quality
The organization must learn to deal with the current pretences
caused by the speed of the
Quality driven transformation, where the informational flux is a
vital element. To sustain
such a perspective is possible through. designing the flexible
37. organizational structures to
facilitate the communication and to raise the accountability
The necessity the new, flexible structure is essential. To
maintain the traditional structures
leads, on short term, to failure in solving both the current and
strategic problems. Through
this perspective we notice some of the most significant
landmarks of the new organizational
form, which reflects the imperatives of the Quality strategy.
a. Decentralization of the structures – the dynamics of
cooperation with all the actors of the
meta-organization could lead to structures’ changes;
b. Flattening of the structures – the communication process is
almost paralyzed when it
follows the hierarchical path; this wins, however, in efficacy
when it follows the
succession client – provider, already created by the processes.;
c. The structure in inter-disciplinary teams – this structural
characteristic creates the
transversal solution and represents the better solution when
compared to: 1) the
traditional structures becoming obsolete; 2) the large amount of
information presently
existing; 3) the failure of hierarchies. Although they comprise
employees at all levels,
equality exists inside the interdisciplinary teams due to the
commonly shared
information. Besides, each member of the team is in its centre,
and the private objectives
are easily integrated, while the motivations grew stronger.
3.3 Re-vitalizing the portfolio of the organization
38. Compared to the present challenges coming from communities,
the traditional organizations
in the public sector neglect almost completely the definition of
future evolution, being mainly
concerned with the adoption of defensive positions in order to
minimize loss.
Long-term growth is possible through revitalization of the
portfolio, a complex strategic
approach focused on the way provided services are defined and
dealt with.
3.3.1 The focus on public interest
Revitalizing the portfolio in the context of innovation through
quality imposes a new
managerial vision on the portfolio, the one of starting point in
projecting future products /
services of the organization.
The focus on public interest, vital to the achievement of the
exceptional, is the result of
coincidence between the distinct components or strengths of the
organization and the
satisfaction of the public interest defined by the requests of all
the actors’ component of the
meta-organization. Obviously, this coincidence is not
accidental.
The essence of this focusing lies in the examination of the
relationships at the level of the
meta-organization from the point of view of the public interest.
First of all, this reflects in the identification of the exigency
criteria of the actors within the
39. meta-organization (and not in what the management of the
organization considers
necessary) and, secondly, in the decision regarding the way the
offer will satisfy this request
efficiently and effectively.
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The actors’ behavior is influenced by a series of factors which
vary from one type of service
to another. Knowing and anticipating these variations imposes
limitation of the managerial
orientations only to those strategic segments where actors’
expectations and present and
potential abilities of the organization concur.
The segmentation standard taken into account in this
transformation was that of the
homogeneity of the expected benefits and the price at which
these benefits are obtained. The factors that
express the public interest are bearers of some messages whose
significance can be revealed
only through direct involvement and attendance of the actors of
the meta-organization.
3.3.2 The invention of new public services
40. The ways of achieving this exigency are presented in the
following lines:
a. Development of the organizational competences. This process
becomes a priority in
answering to messages sent by the actors of the meta-
organization (representatives of
the public interest). Basic competences are represented by those
abilities, capacities and
technologies that define the specificity of the organization.
Their identification,
development and combination create new opportunities of
satisfying the public
interest. In these circumstances, the responsibility of the
management id different
regarding both the development of the basic competences and
constructing and
maintaining a motivational environment where creativity is
encouraged. The focus on
the basic competences of the organization facilitates expansion
towards other services
than the traditional ones.
b. Building alliances / partnerships. Alliances/partnerships are
the way to the selective
revitalization of the services based on new competences
resulted from the combination
between the abilities and capacities of the companies that
compose the alliance.
The simplest form of alliance is the opportunist alliance. This
type of alliance is determined
by two factors: technological progress and market globalization.
The need imposed by the
conditions of the competitiveness, to align to the technological
innovation forces
41. organizations to look for alliances with creative partners,
offering their position on the
market in exchange for access to innovation.
The motivations of the opportunist alliances are very simple:
cost reduction, know-how
acquisition and risk sharing. Thus, the role of the management
of the organization is decisive
in building an alliance. In this case, the significant managerial
challenge is giving up borders
and supporting free knowledge and ability exchange in the
interest of the alliance.
Contrary, however attractive the strategic project of the alliance
is, it will fail. At the other end
from the opportunist alliance, alliances can represent the
emergence to a new economic order
where businesses are the knots of a network and the managerial
ability and efficiency of the
network are the clues of the success. The essence of network
creation is collaboration based on
the complementary principle. The nature of the collaboration
within the network is so well
defined that the independence and interests of the individual
businesses are not affected.
3.3.3 Redefining public services through technology
Using technology to extend or re-define the portfolio of the
services provided is the biggest
challenge of the revitalization.
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42. Quality Management and Practices
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Although nowadays the number of the organizations that
succeeded in overcoming these
challenges is small, in the following decades it will go up
because of the technological boom
that will influence the rules of the game. The technological
involvement in the way public
services organizations operate starts with the increase of
complexity requests for isolated
activities and continues with connection and integration of tasks
and processes, creation of
internal networks and global redefinition of the public services
offer.
Technological advantages imply: integration of processes
through technology, involvement
of technology in process reengineering, involvement of
technology in network design. The
informational technology next to consumers’ needs and
organizational abilities form the
triad of events that when they are combined create opportunities
for revitalization.
43. Technology links the actors of the meta-organization and its
different departments
facilitating common progress and improving speed and
efficiency in finality achievement.
One of the most important technological applications is its
strategic contribution to
gathering and developing knowledge and to the acceleration of
their dissemination within
the meta-organization.
3.4 Re-inventing the mentalities of the actors
At the center of the Quality cycle lays the human aspect (see
figure 4). No activity can be
carried out effectively if the people involved are not willing to
cooperate.
In order to do so, they have to be convinced that what they are
asked to do is for their own
benefit, rather than for another person or group of persons, be it
the stakeholders or the
customers.
3.4.1 The new quality culture
In order to achieve the strategic quality approach, an
organization has to change. This
change goes far beyond altering a method or modification of a
44. process. It is, at first, a change
in culture that is required; all other major changes will then
follow from that.
Generally, culture represents the way through which the
members of a group communicate,
both among themselves and with other groups within the
company. In the context of the
communication process there are highlighted common
behaviors, customs, practices, values
and beliefs.
The new quality culture is characterized by the expanding of
empowerment within the
organization, on the basis of the market-in concept, by which
the customer concept is
introduced inside the public organization; thus, the public
servants become binders of the
institution, each of them knowing who he works for and
knowing that person’s exigencies,
things which contribute to the creation and preservation of the
customer cult in the entire
public organization.
The culture is a vision of the future and a set of mostly
unwritten values. It is partly
45. inherited, partly effected by all actors who exercise an influence
on and in the organization
(J. Kelada, p.187).
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The Strategic Approach of Total Quality and Their Effects on
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27
Ideally, actors of the meta-organization all share the same long-
term global vision of the
organization and of the environment in which they have to live
and thrive. Consequently,
every action they take will be inspired by and geared to this
vision.
Culture is not a static concept or reality; it evolves with time
and changes, often gradually
but sometimes noticeably and abruptly. Cultural changes result
from a constant feedback
whether formal or informal conscious or unconscious - from the
results of the culture (J.
Kelada, p.189).
The importance of the new quality culture, articulated around
transforming the mentality,
consists, especially, of the implications due to it upon putting
into practice the changing
project. In other words, the success of changing the
46. organizational culture depends on the
total involvement of the public management, carefully focused
on the institution’s clients,
but also on the public servants.
3.4.2 A new style of management – The Total Quality
Management
TQM is principally based on a managerial philosophy, a way of
thinking from which
emanates a way of doing that is assumed by all persons in the
organization as well by its
external partners. This philosophy is customer focused, people
centered, partner assisted,
and environmentally conscious.
The Total Quality Management is an approach through which
the organization makes sure
that its processes, products, and services contribute to the
achievement of clearly defined
results. This managerial approach is mainly characterized by:
- Encouragement of stakeholders’ participation;
- Realistic definition of expected changes or results;
- Selection of performance indicators;
- Risk assessment;
- Gathering information about performance;
- Using this information in the decision-making process;
- Relation to performance.
Based on the quality strategic approach, TQM has three
dimensions: (1) the human
dimension: political and psychological; (2) a logical dimension:
rational and systematic: and
47. (3) a technological dimension: mechanical and systematic.
There are opinions through
scholars that the first is the most important (J. Kelada,, p.57).
The human aspect has two objectives: to start and to maintain a
quality process in the meta-
organization. Indeed, top managers must be convinced that they
have to change their ways
of doing public business; they have to exercise strong
leadership inside the organization
with their people and outside with the external actor of meta-
organization, both of whom
they have to mobilize.
They have to “walk their talk”, practice what they preach, be
committed and involved.
Then, once the strategic quality approach is under way, they
have to continuously reinforce
it by their attitude and behavior, by rewards and recognition, by
participation and
teamwork. The new public managers must not only acquire
innovative and creative abilities
necessary to define new horizons rapidly, but also facilitate
their putting into practice.
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48. Quality Management and Practices
28
In this context, the contribution to behavioral re-orientation of
organizational actors towards
environmental changes is one of the vectors of the new
managerial orientations.
The challenges of the current institutional climate are, in my
opinion, generated not so much
by the lack of knowledge of the rules of the game, but mostly
by their continuous changing.
The new managers in the public sector must not only rapidly
accumulate innovative and
creative capabilities necessary for defining certain new
horizons, but also to facilitate their
transposing into practice.
In this context, the contribution to the behavioral reorientation
of the public servants in
accordance with the environmental changes is one of the
strategic vectors of the current
managerial approach. In terms of consequences, it is necessary
to give up the old paradigms
and the total commitment, in spirit and in action, in a changing
process defined on the long
term, in the sense of the new public management exigencies.
3.4.3 Building a continuous learning system
The learning system represents the most advanced way of
49. renewing the mentalities of the
public organization’s members. The promotion of this system
implies the undertaking by
the public organizations’ managers of a double responsibility:
(1) acknowledging the
employees’ individual needs for personal and professional
development and (2) creating
opportunities for satisfying these needs. The professionalism of
public institutions has a
rising dynamics, directly proportional to the number of public
servants who continuously
redefine their roles and responsibilities on the basis of the
permanent improvement and
adaptation of the public activities.
However, there are numerous examples of public organizations
that ignore, willingly or out
of a misunderstanding, this unlimited potential offered by each
employee. Even more, the
current circumstances indicate that, while bureaucracy is
expanding its dimensions and
complexity, the construction of a learning system becomes
impossible. The reason at the
foundation of this statement is argued further.
Firstly, those who represent the existing paradigms do not have
the availability necessary
for understanding the need for change and, implicitly, they are
refractory to anything that
takes them further from the “old road”.
Secondly, every bureaucrat’s mission is defined in terms of
self-sufficiency and self-
commitment; this signifies the absence of the collective
contacts, lateral or that cross the
organization. The adopting of certain decisions and executive
50. dispositions in this sense
would not have the benefic effects taken into account because
the majority of the factors
involved in the decisional process are the representatives of the
old paradigms.
4. Conclusion
Accordingly, we think that the metaorganization built
corresponds to the exigence imposeed by
sector IV of figure 6. It integrates co-production and co-
evaluation, but adds also co-design and
co-decision. These two crucial participative steps are only
possible if there is a combined external
and open orientation with a focus on outputs and outcomes. This
results in co-governing.7
7 C., Pollitt, G.,.Bouckaert, E.,Loffler, Making Quality
Sustainable: Co-Design, Co-Decide, Co-Produce, and
Co-Evaluate, The 4QC Conference, Tampere, 2006., p. 18.
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The Strategic Approach of Total Quality and Their Effects on
the Public Organization
29
FOCUS
LOCUS
53. co-evaluation
external and demand
orientation
co-evaluation
Fig. 6. Models for sustainability in the public sector Sursa: C.,
Pollitt and G.,Bouckaert,
Quality Improvement in European Public Services, 1995, p.163
There are three important aspects in the governance of complex
public sector networks. The
first aspect is the context- defined as the environment. Second
is the complexity – defined as
the number and variety of the system’s elements and the
relations between the system
elements. The third aspect is governance- defined as directed
influencing.
In a network of many separate actors, with different and often
conflicting goals and interests
and with diverging power positions, no single dominant actor
exists. Such complexity means
negotiation and implies a different form of governance than
mono-centric, mono-rational,
hierarchical top-down control by an omnipotent government. On
the other hand, public
governance in complex network differs from the polar opposite
of hierarchy, total autonomy of
54. actors. Networks are characterized by many dependencies and
relationships among the actors.
The distinction between a multi-actor network and completely
autonomous actors is not
without meaning. It means that actors not entirely independent
and it also means that
although actors are not hierarchically sub-or super-ordinate,
they are not completely
equivalent. Government will always take a different position
than other societal public and
private actors in a network. Government cannot dominate and
unilaterally dictate but
nevertheless, it is not entirely equivalent to all other actors.
This is not a normative
statement but an empirical observation than the role of
government in networks is special
and unlike the roles of many other actors. This does not imply a
return to top-down control.
It does imply that full horizontality and total autonomy of
actors is an unrealistic model of a
public policy network.
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55. Quality Management and Practices
30
Network governance concept lies somewhere in the grey area
between both extremes of
hierarchy and market. It is remarkable that the few people
interest ed in developing the
public sector-oriented approach all emphasize the importance of
public governance for public
management and public organization.
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www.intechopen.com
Quality Management and Practices
Edited by Dr. Kim-Soon Ng
ISBN 978-953-51-0550-3
Hard cover, 254 pages
Publisher InTech
Published online 27, April, 2012
58. Published in print edition April, 2012
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This book is comprised of a collection of reviews and research
works from international professionals from
various parts of the world. A practical approach to quality
management provides the reader with the
understanding of basic to total quality practices in
organizations, reflecting a systematic coverage of topics. Its
main focus is on quality management practices in organization