Đang chuẩn bị liên kết để tải về tài liệu:
the public innovator s playbook nurturing bold ideas in government phần 9

một điểm đến ưa thích nghề nghiệp cho sinh viên kinh tế, và khoảng 90% nhân viên hiện nay nói rằng họ thích môi trường làm việc của họ và nhìn thấy cơ hội thăng tiến. Những thay đổi cũng nâng cao năng suất: Nhân viên các nguồn lực dành để đáp ứng các yêu cầu ngày-to-ngày của Bộ trưởng giảm từ 50% đến 30 percent. | among the groups and coach employees. The new organizational structure produced impressive results. The ministry now is a preferred career destination for economics students and around 90 percent of current employees say they like their work environment and see opportunities for advancement. 124 The changes also improved productivity Staff resources devoted to meeting the day-to-day requirements of the minister dropped from 50 percent to 30 percent.106 The ministry was renamed the Ministry of Economic and Business Affairs in November 2001 when it absorbed the tasks of three other ministries. Create a culture of innovation Organizations trying to build new capacities and devise new ways of conducting business need to change the prevailing culture the beliefs behaviors and assumptions that have accumulated over time. As Daryl Conner a leading expert on change management says Whenever a discrepancy exists between the current culture and objectives of change the culture always wins. 107 Culture is transmitted through both formal means such as rules regulations and hierarchies and informal means such as norms unofficial guidelines and casual conversation . For example the public accountability culture in the public sector has often meant that routines and processes take precedence over innovation and outcomes. External scrutiny can cause government employees to shrink from introduc- ing any changes that might possibly make them the subject of a negative headline. Add to this a deeply ingrained culture of accepting mediocre and poor performance that has prevented public sector organizations from instituting better reward systems that link productivity and pay from sharing responsibility for performance between political figures and individual managers and from confronting poor performance head on. A survey conducted in the United Kingdom revealed that 63 percent of government employees believe that their organization s culture tolerates low performance.108 A culture that