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.Anextremelyimportantworkresponsibilityofthebureauis:Providestheenvironmentalprotectionservicetothewholecitypeople,solvesenvironmentalproblemwhichtheyfaced.Rangeofservice13,000squarekilometers,servicepopulation7.2million.Alongwiththelivesofthepeoplelevelenhancement,peopleneedmoreandmoreenvironmentalservice,theShenyangenvironmentalprotectionbureaureceiveseveryyeartheenvironmentservicerequest,from10yearagoseveralhundred,risespresentnearlytenthousand.Howenhancestheenvironmentserviceandtheenvironmentmanagementefficiencyandthelevel,wasmosturgentproblemwhichtheShenyangenvironmentalprotectionbureaufacedrecentlyseveralyears.2000yearsend,alongwiththenewbureauchiefsgettingtowork,theShenyangenvironmentalprotectionbureauhaveestablishedthenewleadership,inordertoadaptChinatojoinWTO,thenewleadershipbegintoreformtheShenyangenvironmentalprotectionbureautraditionalmanagementway,attemptswiththenewoperationmanagementideatoenhancegovernmentmanagesefficiency.WeaknessofthetraditionalmanagementAtthebeginningof2001,amanagementmeetwasheldonthebureau,allofthestaffattended.Atthemeeting,theleadershipofthebureaumadethedecisionofreform,andsentasurveyformtoeveryonetocollectadvices.Theleadershipthoughtthatisnecessarytofindtheweaknessofthebureausmanagement.Theythinkthebureaumustusesomeleanproductionideaonitsmanagement.Theymustfindthewasteofthejobatfirst.Onemonthlater,bycollectingadviceofeveryone,thenewleadershiphasdiscoveredthattheShenyangenvironmentalprotectionbureautraditionmanagementpatternhassevenkindsofwastesinthemanagement:1.wastecausedbywaiting冘Thestaffpassivelywaitedforhigherauthoritysinstruction,ifthehigherauthoritydidnotdojobplacement,didnotinstruct,mostofthestaffwilldonothing,thehigherauthoritydidnotinquire,theydidnotreport.Manytaskswerefinishedundertheinspectionandforce.冘Thehigherauthoritypassivelywaitsforthesubordinatereport.Afterworkarrangement,thehigherauthorityhasnotinspected,hasnotsupervised,didntinvestigation,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,itcausestotheinformationcouldntgraspandobtainbytherelateddepartment,difficultydoestheworkwitheffectively,cannotaccuratepromptdecision-making.Betweenthedepartmenttheinformationcannotbeshare.3.wastecausebythemanagementresourcestobeunused冘Theorganizationoverlaps,thefunctionoverlaps,theremorestaffthanneeded,enablesthemanagementessentialfactortobeeffectiveuse.冘Theworkingroutinecomplication.Someextremelyvitalduty,ifdoesnothavehigherauthorityssignatureortheapproval,theworkisunabletocarryon,canappearwaitedforandstagnatesandsoonthewaste.冘Personnelsleavingunused.Thepersonnelexcessivelyaremany,threepeopledotwopeopleswork.4.Wastecausedbydisorderly冘Lackstheexplicitrulesandregulations,thesystem,theflow,intheworkiseasytoproducechaotic.冘Theprofessionalabilitylowlycreatesdisorder.Shouldundertakesomeworkdepartmentandthepersonnel,takecannotdoasthereason,refusestoundertakethiswork.Whenappearsthedepartmentandthepersonnelchange,theworkconnectswiththestrength,thecooperationdoesnotarrive,originallyformstheworkflowisfrequentlyoverthrown,theartificialincreaserestoresfromthedisordertohastheforewordthetime.冘Hasdisorderbecauseofdidntobservetheruleofbureau,dothingonlybyonesownwish,regardscompanysrulesandregulationsasotherpeoplesrules,doesnothavetheautonomy,doesnotcarryonthemanagementinspectionaccordingtothesystemtocreatedisorderlythemanagement,dampensstaffsenthusiasmandthecreativity,mutuallycompetes,affectsthedepartmentthewholeworkingefficiencyandthequality.5.Wastecausedbyderelictionofduty冘Theworkdealswith,workspursuesthebestresult,manyshoulddailycarryontheworkbasicallyofearnestdoes,doesnottakethedailystandardmanagement,lacksthefoundationwork.冘Hasnoplaninthework,doesnothavetheself-examinationfront,worksonlydoes,alongwithtimepassing,behindforgetstodohasnotevendone.6.wastedcausedbyloweffect冘Administrativepersonnelslowqualitycausestheworkthelowefficiency.冘Nomethodofworkasalsoisoneoflowefficiencyreasons.Thepersonnelarrangesdidntnotappropriately,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Letallstaffunderstandthebureausoverallgoal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.Thecityspollutioncontrollingbecomestrongly,theenvironmentalconditionimprovedrapidly.Thecityispossibletobethenationenvironmentalmodelcityinthisyear.Atthesametime,theShenyangenvironmentalprotectionbureauhasformulatedasetofcompletesupervisoryworkstandardandtheworkroutine.Carriedontheadjustmenttotheorganizationsandagencies,thefunctiondepartmentreduced11from15,thestaffreduced10%.Comparedtotraditionalway,thestaffmustbeabletofunctioninteams,playingactiverolesinoperationandimprovingthesystem.Responsibilitiesalsoaremuchgreater,whichcanleadtopressureandanxietynotpresentintraditionalsystems.Thestaffst