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.