Project-Focused Total Quality Management in the New York City Department of Parks and Recreation

Managing Successful Organizational Change in the Public Sector

“…Th e evidence, however, is mixed regarding the optimal pace for institutionalizing change. Some experts underscore the need to adopt change gradually or incrementally on a small scale in order to build momentum and to demonstrate the benefi ts of change (Armenakis, Harris, and Feild 1999;Cohen and Eimicke 1994;Greiner 1967;Kotter 1995;Rainey and Rainey 1986 ). Others have argued that a rapid pace of change can overcome inertia and resistance ( Tushman and Romanelli 1985 ).…”

Accountability In A ‘Reinvented’ Government

“…Thus there is an emphasis on competition, the risk-taking of entrepreneurship, customer service, efficient use of resources, and accountability for results. On the other hand, the legacy of the quality movement (which, in the US, began with private-sector companies attempting to copy Japanese management) was a preference for flatter hierarchies and worker empowerment (Cohen and Eimicke 1994;Swiss 1992). The catchword 'empowerment' encompasses a great deal, however, from increased consultation in decision making to selfmanaging teams that take on both production and managerial responsi-bility.…”

Does Job Standardization Increase Organizational Citizenship Behavior?

“…Quite the contrary, Cohen and Eimicke suggested that standardizing a job by applying specific, by-the-book rules helps to eliminate variation in tasks that are performed constantly by different employees. 24 Also, the stricter the standard operating procedures, the more motivated employees are to do jobs efficiently and effectively. 25 This implies that job standardization is a motivating factor for OCB, which our research has confirmed.…”