using operation theory for efficient governance
时间:2022-06-21 11:49:00
行政管理论文
Eventhroughthebusinessoperationmanagementisdifferentfromgovernance,butwealsocanusesomeoperationmanagementmethodongovernmentadministration.Theprincipleofmanagementisthesame.
Today,governmentisfacingmoreandmorechallengeonmanagement.Governmentmustimproveitsmanagementtoincreaseefficiency.TherequirementofPublictogovernmentisbecomingmoreandmorestrict.Governmentmustpaymoreattentiononitsservicequality,mustimprovementitsmanagementprocesstocreatemoreandmorehighqualityservice.Operationmanagementisalsouseful.
Thefollowcasegiveaexampleonhowgovernmentdepartmentusingoperationmanagementprincipleforefficientgovernance.
Introductionandbackground
TheShenyangenvironmentalprotectionbureauistheShenyangmuinicplegovernmentenvironmentalprotectionadministrativedepartment,ithadbeenestablishedin1979.Itsmainresponsibilityis,accordingtotherelevantlawandtheadministrativerulesandregulations,implementunificationsurveillancemanagementtothewholecityenvironmentalprotectionwork,preventandcontrolpollutionandotherenvironmentaldamages,protectandimprovelivingconditionsandtheecologicalenvironment,promoteeconomyandthesocietydevelopmentcontinues,coordinationandhealth.
Anextremelyimportantworkresponsibilityofthebureauis:Providestheenvironmentalprotectionservicetothewholecitypeople,solvesenvironmentalproblemwhichtheyfaced.Rangeofservice13,000squarekilometers,servicepopulation7.2million.
Alongwiththelivesofthepeoplelevelenhancement,peopleneedmoreandmoreenvironmentalservice,theShenyangenvironmentalprotectionbureaureceiveseveryyeartheenvironmentservicerequest,from10yearagoseveralhundred,risespresentnearlytenthousand.
Howenhancestheenvironmentserviceandtheenvironmentmanagementefficiencyandthelevel,wasmosturgentproblemwhichtheShenyangenvironmentalprotectionbureaufacedrecentlyseveralyears.
2000year''''send,alongwiththenewbureauchief''''sgettingtowork,theShenyangenvironmentalprotectionbureauhaveestablishedthenewleadership,inordertoadaptChinatojoinWTO,thenewleadershipbegintoreformtheShenyangenvironmentalprotectionbureautraditionalmanagementway,attemptswiththenewoperationmanagementideatoenhancegovernmentmanagesefficiency.
Weaknessofthetraditionalmanagement
Atthebeginningof2001,amanagementmeetwasheldonthebureau,allofthestaffattended.Atthemeeting,theleadershipofthebureaumadethedecisionofreform,andsentasurveyformtoeveryonetocollectadvices.Theleadershipthoughtthatisnecessarytofindtheweaknessofthebureauˇsmanagement.Theythinkthebureaumustusesomeleanproductionideaonitsmanagement.Theymustfindthewasteofthejobatfirst.Onemonthlater,bycollectingadviceofeveryone,thenewleadershiphasdiscoveredthattheShenyangenvironmentalprotectionbureautraditionmanagementpatternhassevenkindsofwastesinthemanagement:
1.wastecausedbywaiting
冘Thestaffpassivelywaitedforhigherauthority''''sinstruction,ifthehigherauthoritydidnotdojobplacement,didnotinstruct,mostofthestaffwilldonothing,thehigherauthoritydidnotinquire,theydidnotreport.Manytaskswerefinishedundertheinspectionandforce.
冘Thehigherauthoritypassivelywaitsforthesubordinatereport.Afterworkarrangement,thehigherauthorityhasnotinspected,hasnotsupervised,didnˇtinvestigation,verifiesthesituation,graspsthefirstmaterial,onlypassivelylistenstothesubordinatereport,thenmakesthedecisionorreportstothehigherauthority.
Thiskindlackstheworksenseofresponsibility,initiativeandtheworkenthusiasm,thesatisfiedpresentsituation,isslackinworkthesituationinitiationwastecreatestheharmishuge,harmorganization''''snormaloperation.
2.wastecausedbytheinsufficientofcooperation
冘Weakcoordinatesbetweentwodepartments,somedepartmentmutuallyrestricts,doesnotlinkup,onlydoesthingsontheirownway,consideredmoreaboutthedepartmentbenefitfirst.Thesewerehugeinfluencetheworkprogress.
冘Theimplementationandcoordinationofleadershipinstructorisdisadvantageous.Theworkineffectivecoordinationorganizationarrangewhichtotheleadershipworkinstructionandtheconferencecarriesout,causesthebureautherequesttostagnateinthisdepartment,formstheworkblindspot.
冘ThelackofInformationtransmission.Theinformationstagnatesinthecorrelationdepartment,thecorrelationpersonnelhand,itcausestotheinformationcouldnˇtgraspandobtainbytherelateddepartment,difficultydoestheworkwitheffectively,cannotaccuratepromptdecision-making.Betweenthedepartmenttheinformationcannotbeshare.
3.wastecausebythemanagementresourcestobeunused
冘Theorganizationoverlaps,thefunctionoverlaps,theremorestaffthanneeded,enablesthemanagementessentialfactortobeeffectiveuse.
冘Theworkingroutinecomplication.Someextremelyvitalduty,ifdoesnothavehigherauthority''''ssignatureortheapproval,theworkisunabletocarryon,canappearwaitedforandstagnatesandsoonthewaste.
冘Personnel''''sleavingunused.Thepersonnelexcessivelyaremany,threepeopledotwopeopleˇswork.
4.Wastecausedbydisorderly
冘Lackstheexplicitrulesandregulations,thesystem,theflow,intheworkiseasytoproducechaotic.
冘Theprofessionalabilitylowlycreatesdisorder.Shouldundertakesomeworkdepartmentandthepersonnel,takecannotdoasthereason,refusestoundertakethiswork.Whenappearsthedepartmentandthepersonnelchange,theworkconnectswiththestrength,thecooperationdoesnotarrive,originallyformstheworkflowisfrequentlyoverthrown,theartificialincreaserestoresfromthedisordertohastheforewordthetime.
冘Hasdisorderbecauseofdidnˇtobservetheruleofbureau,dothingonlybyone''''sownwish,regardscompany''''srulesandregulationsasotherpeople''''srules,doesnothavetheautonomy,doesnotcarryonthemanagementinspectionaccordingtothesystemtocreatedisorderlythemanagement,dampensstaff''''senthusiasmandthecreativity,mutuallycompetes,affectsthedepartmentthewholeworkingefficiencyandthequality.
5.Wastecausedbyderelictionofduty
冘Theworkdealswith,workspursuesthebestresult,manyshoulddailycarryontheworkbasicallyofearnestdoes,doesnottakethedailystandardmanagement,lacksthefoundationwork.
冘Hasnoplaninthework,doesnothavetheself-examinationfront,worksonlydoes,alongwithtimepassing,behindforgetstodohasnotevendone.
6.wastedcausedbyloweffect
冘Administrativepersonnel''''slowqualitycausestheworkthelowefficiency.
冘Nomethodofworkasalsoisoneoflowefficiencyreasons.Thepersonnelarrangesdidnˇtnotappropriately,cancausethelowefficiency.Theplanarrangementisunreasonable,theworkontimecompleteswithdifficulty.Thesmootharrangementhasthequestion,cancreateprimaryandsecondarydivides,thekeypointworksnobodytodo.
冘Therigidwayofthinking,doesnothavetheinnovativeideology,practicedthehabituallyusedpasttheexperience,thepastmethod,facingtheeverchanginginteriorandtheexternalenvironment,didnothavetheinnovationandtheadjustment.
7.wastecausedbytheinsufficientplan
冘Theplanestablishmentdoesnothavethebasis.Hasnotplannedtheworkconcept,doesnothavethelongtermworkplan,workalongwithtodo,theworkplanlacksmaytheexecution,needstoplanthesynthesisdepartmentotherexpendituremassivetimeandthemanpoweranalyzesandthesearchmistake,rerevisesandtheadjustment,createstheenormouswaste.
冘Theplanexecutionisnotserious.Aftersomeplansestablishmenthasnotsimplycarriedout.
冘Theplaninspectionisnotearnest.Theplanappearedthedeviation,hasnotembarkedfromthequestionphenomenon,earnestlyanalyzesthereasonwhichforms,aswellasnextstepofcorrectionmeasure.
冘Planhandlingconsummatesdoesnotarrive.Theplanexecutionsituationbecausedoesnothaveearnestlytoanalyze,hasdiscoveredthequestion,alsodoesnotexaminetheintrospection,objectivelyanalyzestheexistencedifferencereason,thendiscoverstheimprovementmeasure,butemphasizesthereasonconstantly,shirksresponsibility.
Planandgoalmanagement
Accordingtheleanproduct,itmustminimizethemanagementwaste.BecauseLeanproductionsystemsoperatewithloweramountsofinventory,additionalemphasisisplacedonanticipatingwhenproblemsmightoccurbeforetheyarise,andavoidingthoseproblemthroughcarefulplanning.Evenso,problemsstilloccurattimes,andquickresolutionisimportant.Workersparticipateinboththeplanningandcorrectionstage.Thefocusisondesigningasystemsothatworkerwillbeabletoachievehighlevelsofqualityandquantity.
Usingleanproductionideaonadministration,meansthatyoushouldtakesomemanagementmethodtoreducethewasteofmanagement,decreasethecostofmanagement,reducethewaitingtimeofcustomer.Inviewofthesequestions,theShenyangenvironmentalprotectionbureaustartedtocarryouttheplanandthegoalmanagementfrom2001.Totheoverallsituationworkformulationdetailedtotalplanandtheconcreteactionprogram,anddecomposetheplantoeachstaff.
TheyFollowssomeprincipleintheplanformulationprocess:
冘Emphasizedeachstaffsallparticipateintheplanformulation
冘Determinedanclearlygoal,boththeoverallgoalandtheconcretegoal.
冘Notonlypayattentiontoquotagoal,alsopaysgreatattentiontothequalitativegoal
冘Letallstaffunderstandthebureauˇsoverallgoal
冘Examifthegoalconsistentwithpeople''''sdemand.
冘Confirmthepossiblyproblemmaybefaced,determinedwhatresourcesthegoalneeds
冘Listsskillandauthorizationwhichrealizedgoalneeds,makeitbecomeclearabouttheauthorization,inordertoavoidthesubordinateintheworktimeeverythingasksforinstructions.
冘Preventedthegoalisdetainedintheintermediatedeck,notdownwarddecomposes.
Aftergoalandplandetermination,thebureauimplementworktracing,checkworkprogressanditsresult.Appraisestheresult,andcomparewiththeworkgoal.Inthetracingprocess,Iftheydiscoveredtheseriousdeviation,theymusttodiscoverandanalyzethereason.Takestheessentialsteptocorrectit,orchangeplan.
Therefore,theShenyangenvironmentalprotectionbureauhasestablishedtheregularreport,thereportformsystem,setupregularconferencesystem.Carriesonthesceneinspectionandtrack.Whentheyappraisaltothework,analysisdeviation,theywillmakeclearlythatifthedeviationwasthestaffunabletocontrolorworksineffectually,andtakethecorrespondingmeasure.Theyalsofeedbacktheworktracingsituationregularlytothestaff,inordertoletthestaffknewoneselfdisplays,seekstoimproveownmethodtoovercomeshortcoming.Thedeviationgoalisabsolutelydoesnotpermit.
Untilnow,thebureauhasitsownannuallyplan,eachdepartmentinthebureauhasitsmonthlyplan,everyonehasitsownweeklyplan.Allthepeopledotheirworkaccordingtotheplan.Throughplanandgoalmanagement,theefficiencyincreasedveryfast.Thecityˇspollutioncontrollingbecomestrongly,theenvironmentalconditionimprovedrapidly.Thecityispossibletobethenationenvironmentalmodelcityinthisyear.
Atthesametime,theShenyangenvironmentalprotectionbureauhasformulatedasetofcompletesupervisoryworkstandardandtheworkroutine.Carriedontheadjustmenttotheorganizationsandagencies,thefunctiondepartmentreduced11from15,thestaffreduced10%.Comparedtotraditionalway,thestaffmustbeabletofunctioninteams,playingactiverolesinoperationandimprovingthesystem.Responsibilitiesalsoaremuchgreater,whichcanleadtopressureandanxietynotpresentintraditionalsystems.Thestaffstendtobecomegeneralistsratherthanspecialists.
Electronicgovernment
Besidestheusingofleanproductionidea,theshenyangenvironmentalbureaualsotrytobuildelectronicgovernment.In2002,theysetuptheirownelectronicgovernmentsystem,theybuiltaninternetwebofthebureau:.Theyputalltheirmanagementinformationontheweb,providesthepublicenvironmentalserviceandtheinformationservicethroughthenetworktothepopulace.Theyhasestablishedtheelectronicinformationcenter.Theyalsosepupanelectronicarchivessystem,manufacturearchivesandmanagementbycomputer,andexchangethearchivespenetrationnetwork,peoplecanobtainsthegovernmentmaterialveryeasy.Publiccandoalotofworkbythewebsite,theycanapplyenvironmentalpermit,suittheenvironmentalissue,giveadvice,orinquireenvironmentcondition.Thewebsitereducealotofwaitingtimeofpublic.Inthepast,ifafactorywanttogetanenvironmentalpermit,itwouldtake10dayatleast,butnowitmayjusttakeoneortwodays.
ThebureaualsohasestablishedtheGPSquickreactionsystemtohandlesomeurgentenvironmentalaffair.Mostofpeopleinthecityweresatisfiedwithitsquickreaction.Itreportedthat,thepercentageofthepeoplesatisfiedwiththebureauhasincreaseform70%to85%duringpasttwoyears.