The reasons for risk of failure in starting organizational initiatives in public offices in terms of public management implementation - theoretical and empirical approach

• Autorzy: Michał Flieger
• Języki publikacji: EN

Abstrakty

EN

Process management is only one of the organization initiatives, which public organizations face and may have to be forced to start. However, there are many risks which may cause that the initiatives, even if they are well justified, are not started. The risks result from the nature of public management itself and have to be well understood by public managers and then appropriately manager. The main theoretical aim of the article is to show the nature of public management in terms of possible risks of organizational initiatives on the example of process management implementation, so that local managers are aware of the risks and are able to manage them appropriately. The empirical aim is to present the research results as for the evaluation of the risks by local managers. This way the author tries to list the risks and to show what they come from and also compare the theoretical importance of the risks with opinions of local managers, who were asked to evaluate the risks basing on their own experience. (fragment of text)

Słowa kluczowe

EN

Risk analysis; Risk management; Public organisations

PL

Analiza ryzyka; Zarządzanie ryzykiem; Organizacje publiczne

• Czasopismo: Prace Naukowe / Uniwersytet Ekonomiczny w Katowicach
• Rocznik: 2016
• Tom: Public risk management. T. 2, Wybrane zagadnienia
• Strony: 49--58

Twórcy

autor

Michał Flieger

• Uniwersytet im. Adama Mickiewicza w Poznaniu

Bibliografia

• Barrett P. (2004): Encouraging Better Public Service Governance. Australia and New Zealand School of Government.
• Fingar P. (2005): Government's BPM Imperative. "CIO Magazine" 30 September.
• Flieger M. (2012): Zarządzanie procesowe w urzędach gmin. Model adaptacji kryteriów dojrzałości procesowej. Wydawnictwo Naukowe UAM, Poznań.
• Frączkiewicz-Wronka A. (2009): Poszukiwanie istoty zarządzania publicznego. W: Zarządzanie publiczne - elementy teorii i praktyki. Red. A. Frączkiewicz-Wronka. Wydawnictwo Akademii Ekonomicznej, Katowice.
• Gulledge T.R., Sommer R.A. (2002): Business Process Management: Public Sector Implications. "Business Process Management Journal", Vol. 8, No. 4.
• Khan R.N. (2004): Business Process Management: A PracticaI Guide. Meghan-Kiffer Press, Tampa, Florida.
• Kouzmin A., Loffler E. (1999): Benchmarking and Performance Measurements in Public Sector: Towards Learning for Agency Effectiveness. "The Journal of Public Sector Management", Vol. 12, No. 2.
• Kożuch B. (2006): Zarys rozwoju zarządzania publicznego. "Współczesne Zarządzanie", nr 3.
• Kożuch B. (2010): Innowacyjność w zarządzaniu publicznym. W: Nowe zarządzanie publiczne i public governance w Polsce i w Europie. Red. A. Bosiacki, H. Izdebski, A. Nelicki, I. Zachariasz. Liber, Warszawa.
• Lewin K. (1947): Frontiers in Group Dynamics. "Human Relations", June, Vol. 1, No. 1; November, Vol. 1, No. 2.
• Shergold P. (2006): Pride in the Public Sector. Speech delivered at the National Press Club, Canberra.
• Smith H., Fingar P. (2003): Business Process Management: The Third Wave. Meghan-Kiffer Press, Tampa, Florida.