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行政管理论文-using operation theory for efficient governance.doc

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行政管理论文-using operation theory for efficient governance.doc

行政管理论文usingoperationtheoryforefficientgovernanceEventhroughthebusinessoperationmanagementisdifferentfromgovernance,butwealsocanusesomeoperationmanagementmethodongovernmentadministration.Theprincipleofmanagementisthesame.Today,governmentisfacingmoreandmorechallengeonmanagement.Governmentmustimproveitsmanagementtoincreaseefficiency.TherequirementofPublictogovernmentisbecomingmoreandmorestrict.Governmentmustpaymoreattentiononitsservicequality,mustimprovementitsmanagementprocesstocreatemoreandmorehighqualityservice.Operationmanagementisalsouseful.Thefollowcasegiveaexampleonhowgovernmentdepartmentusingoperationmanagementprincipleforefficientgovernance.IntroductionandbackgroundTheShenyangenvironmentalprotectionbureauistheShenyangmuinicplegovernmentenvironmentalprotectionadministrativedepartment,ithadbeenestablishedin1979.Itsmainresponsibilityis,accordingtotherelevantlawandtheadministrativerulesandregulations,implementunificationsurveillancemanagementtothewholecityenvironmentalprotectionwork,preventandcontrolpollutionandotherenvironmentaldamages,protectandimprovelivingconditionsandtheecologicalenvironment,promoteeconomyandthesocietydevelopmentcontinues,coordinationandhealth.AnextremelyimportantworkresponsibilityofthebureauisProvidestheenvironmentalprotectionservicetothewholecitypeople,solvesenvironmentalproblemwhichtheyfaced.Rangeofservice13,000squarekilometers,servicepopulation7.2million.Alongwiththelivesofthepeoplelevelenhancement,peopleneedmoreandmoreenvironmentalservice,theShenyangenvironmentalprotectionbureaureceiveseveryyeartheenvironmentservicerequest,from10yearagoseveralhundred,risespresentnearlytenthousand.Howenhancestheenvironmentserviceandtheenvironmentmanagementefficiencyandthelevel,wasmosturgentproblemwhichtheShenyangenvironmentalprotectionbureaufacedrecentlyseveralyears.2000yearsend,alongwiththenewbureauchiefsgettingtowork,theShenyangenvironmentalprotectionbureauhaveestablishedthenewleadership,inordertoadaptChinatojoinWTO,thenewleadershipbegintoreformtheShenyangenvironmentalprotectionbureautraditionalmanagementway,attemptswiththenewoperationmanagementideatoenhancegovernmentmanagesefficiency.WeaknessofthetraditionalmanagementAtthebeginningof2001,amanagementmeetwasheldonthebureau,allofthestaffattended.Atthemeeting,theleadershipofthebureaumadethedecisionofreform,andsentasurveyformtoeveryonetocollectadvices.Theleadershipthoughtthatisnecessarytofindtheweaknessofthebureauˇsmanagement.Theythinkthebureaumustusesomeleanproductionideaonitsmanagement.Theymustfindthewasteofthejobatfirst.Onemonthlater,bycollectingadviceofeveryone,thenewleadershiphasdiscoveredthattheShenyangenvironmentalprotectionbureautraditionmanagementpatternhassevenkindsofwastesinthemanagement1.wastecausedbywaiting冘Thestaffpassivelywaitedforhigherauthoritysinstruction,ifthehigherauthoritydidnotdojobplacement,didnotinstruct,mostofthestaffwilldonothing,thehigherauthoritydidnotinquire,theydidnotreport.Manytaskswerefinishedundertheinspectionandforce.冘Thehigherauthoritypassivelywaitsforthesubordinatereport.Afterworkarrangement,thehigherauthorityhasnotinspected,hasnotsupervised,didnˇtinvestigation,verifiesthesituation,graspsthefirstmaterial,onlypassivelylistenstothesubordinatereport,thenmakesthedecisionorreportstothehigherauthority.Thiskindlackstheworksenseofresponsibility,initiativeandtheworkenthusiasm,thesatisfiedpresentsituation,isslackinworkthesituationinitiationwastecreatestheharmishuge,harmorganizationsnormaloperation.2.wastecausedbytheinsufficientofcooperation冘Weakcoordinatesbetweentwodepartments,somedepartmentmutuallyrestricts,doesnotlinkup,onlydoesthingsontheirownway,consideredmoreaboutthedepartmentbenefitfirst.Thesewerehugeinfluencetheworkprogress.冘Theimplementationandcoordinationofleadershipinstructorisdisadvantageous.Theworkineffectivecoordinationorganizationarrangewhichtotheleadershipworkinstructionandtheconferencecarriesout,causesthebureautherequesttostagnateinthisdepartment,formstheworkblindspot.冘ThelackofInformationtransmission.Theinformationstagnatesinthecorrelationdepartment,thecorrelationpersonnelhand,itcausestotheinformationcouldnˇtgraspandobtainbytherelateddepartment,difficultydoestheworkwitheffectively,cannotaccuratepromptdecisionmaking.Betweenthedepartmenttheinformationcannotbeshare.3.wastecausebythemanagementresourcestobeunused冘Theorganizationoverlaps,thefunctionoverlaps,theremorestaffthanneeded,enablesthemanagementessentialfactortobeeffectiveuse.冘Theworkingroutinecomplication.Someextremelyvitalduty,ifdoesnothavehigherauthorityssignatureortheapproval,theworkisunabletocarryon,canappearwaitedforandstagnatesandsoonthewaste.冘Personnelsleavingunused.Thepersonnelexcessivelyaremany,threepeopledotwopeopleˇswork.4.Wastecausedbydisorderly冘Lackstheexplicitrulesandregulations,thesystem,theflow,intheworkiseasytoproducechaotic.冘Theprofessionalabilitylowlycreatesdisorder.Shouldundertakesomeworkdepartmentandthepersonnel,takecannotdoasthereason,refusestoundertakethiswork.Whenappearsthedepartmentandthepersonnelchange,theworkconnectswiththestrength,thecooperationdoesnotarrive,originallyformstheworkflowisfrequentlyoverthrown,theartificialincreaserestoresfromthedisordertohastheforewordthetime.冘Hasdisorderbecauseofdidnˇtobservetheruleofbureau,dothingonlybyonesownwish,regardscompanysrulesandregulationsasotherpeoplesrules,doesnothavetheautonomy,doesnotcarryonthemanagementinspectionaccordingtothesystemtocreatedisorderlythemanagement,dampensstaffsenthusiasmandthecreativity,mutuallycompetes,affectsthedepartmentthewholeworkingefficiencyandthequality.5.Wastecausedbyderelictionofduty冘Theworkdealswith,workspursuesthebestresult,manyshoulddailycarryontheworkbasicallyofearnestdoes,doesnottakethedailystandardmanagement,lacksthefoundationwork.冘Hasnoplaninthework,doesnothavetheselfexaminationfront,worksonlydoes,alongwithtimepassing,behindforgetstodohasnotevendone.6.wastedcausedbyloweffect冘Administrativepersonnelslowqualitycausestheworkthelowefficiency.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.PlanandgoalmanagementAccordingtheleanproduct,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Examifthegoalconsistentwithpeoplesdemand.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.ElectronicgovernmentBesidestheusingofleanproductionidea,theshenyangenvironmentalbureaualsotrytobuildelectronicgovernment.In2002,theysetuptheirownelectronicgovernmentsystem,theybuiltaninternetwebofthebureauwww.syepb.gov.cn.Theyputalltheirmanagementinformationontheweb,providesthepublicenvironmentalserviceandtheinformationservicethroughthenetworktothepopulace.Theyhasestablishedtheelectronicinformationcenter.Theyalsosepupanelectronicarchivessystem,manufacturearchivesandmanagementbycomputer,andexchangethearchivespenetrationnetwork,peoplecanobtainsthegovernmentmaterialveryeasy.Publiccandoalotofworkbythewebsite,theycanapplyenvironmentalpermit,suittheenvironmentalissue,giveadvice,orinquireenvironmentcondition.Thewebsitereducealotofwaitingtimeofpublic.Inthepast,ifafactorywanttogetanenvironmentalpermit,itwouldtake10dayatleast,butnowitmayjusttakeoneortwodays.ThebureaualsohasestablishedtheGPSquickreactionsystemtohandlesomeurgentenvironmentalaffair.Mostofpeopleinthecityweresatisfiedwithitsquickreaction.Itreportedthat,thepercentageofthepeoplesatisfiedwiththebureauhasincreaseform70to85duringpasttwoyears.

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