Jump to ContentJump to Main Navigation
Show Summary Details
More options …

The European Journal of Applied Economics

2 Issues per year

Open Access
Online
ISSN
2406-2588
See all formats and pricing
More options …

Reinvention of the Public Sector: Total Quality Management and Change Management

Reforma Javnog Sektora: Upravljanje Totalnim Kvalitetom i Upravljanje Promenama

Konstantnos M. Karyotakis / Vassilis S. Moustakis
  • School of Product on Engineering and Management, Technical University of Crete, Chania, Greece
  • Other articles by this author:
  • De Gruyter OnlineGoogle Scholar
Published Online: 2014-11-20 | DOI: https://doi.org/10.5937/sjas11-6751

Abstract

The present article provides a review of Total Quality Management (TQM) and Change Management in Public Sector. It highlights the special role of TQM in the Public Sector, the concept of Quality in Public Sector Services, the Innovation in Public Sector and the role that E-Government can play. Moreover, it emphasizes some Best Practices that have been applied in Greece and consists of innovative and interesting practices. It concludes by integrating all concepts discussed with the factors that shape change.

Rezime:

Ovaj rad bavi se pitanjem upravljanja totalnim kvalitetom (TQM) i upravljanja promenama u javnom sektoru. Poseban naglasak stavlja se na ulogu TQM-a u javnom sektoru, koncept kvaliteta u javnom sektoru usluga, inovacije u javnom sektoru kao i na ulogu elektronske uprave. Takođe, posebnu pažnju u radu zavređuju najzanimljivije i najinovativnije prakse koje se primenjuju u Grčkoj. Na kraju rada svi razmatrani pojmovi su integrisani sa faktorima koji oblikuju promene.

Keywords: change management; e-Government; public administration reform; public management; public organizations; TQM

Ključne reči:: upravljanje promenama; elektronska uprava; reforma javnog sektora; javni menadžment; javne organizacije; upravljanje totalnim kvalitetom (TQM)

References

  • Bessant, J. R. (2003). High-involvement innovation: Building and sustaining competitive advantage through continuous change. Hoboken, NJ: Wiley.Google Scholar

  • Bovaird, T., & Löffler E. (2002). Moving from excel-lence models of local service Delivery to bench-marking of good local governance. International Review of Administrative Sciences, 68(1), 9-24. DOI:10.1177/0020852302681001.CrossrefGoogle Scholar

  • Bovaird, T., Löffler, E., & Parrado-Dí ez, S. (2002). De-veloping local governance networks in Europe. Baden-Baden: Nomos.Google Scholar

  • Bowen, D. E. (1986). Managing customers as human re-sources in service organizations. Human Resource Management, 25, 371-383. DOI: 10.1002/hrm.3930250304.CrossrefGoogle Scholar

  • Bradley, C. (2000). Managing change. Training and De-velopment in Australia, 27(1), 10-14.Google Scholar

  • Burtonshaw-Gunn, S. A. (2008). The essential management toolbox: Tools, models and notes for managers and consultants. Chichester, England: Wiley & Sons.Google Scholar

  • Cameron, E., & Green, M. (2004). Making sense of change management: A complete guide to the models, tools & techniques of organizational change. London: Kogan Page.Google Scholar

  • Chen, H.-K., Chen, H.-Y., Wu, H.-H., & Lin, W.-T. (2004). Implementation in a healthcare and phar-maceutical logistics organization: The case of Zuellig Pharma in Taiwan. Journal of Total Quality Management and Business Excellence, 15(9-10), 1171-1178. DOI: 10.1080/1478336042000255550.CrossrefGoogle Scholar

  • Choi, M., & Ruona, W. E. A. (2011). Individual readi-ness for organizational change and its implications for human resource and organization development. Human Resource Development Review, 10(1), 46-73. DOI: 10.1177/1534484310384957.CrossrefGoogle Scholar

  • Daemen, H., & Schaap, L. (2000). Citizen and city: Devel-opments infifteen local democracies in Europe. Delft: Eburon.Google Scholar

  • Denhardt, R. B., & Denhardt, J. V. (2000). The new public service: Serving rather than steering. Public Adminis-tration Review, 60(6), 549-559. DOI: 10.1111/0033-3352.00117.CrossrefGoogle Scholar

  • Dervitsiotis, K. N. (2005). Δıoiκηση Oλıκńζ Πoıóτηταζ. Athens: Law Library. (in Greek).Google Scholar

  • de Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697. DOI: 10.1108/00251740310496206.CrossrefGoogle Scholar

  • de Waal, A. A. (2004). Stimulating performance - driven behavior to obtain better results. International Journal of Productivity and Performance Management, 53(4), 301-316. DOI: 10.1108/17410400410533890.CrossrefGoogle Scholar

  • Dover, P. (2003). Change agents at work: Lessons from Siemens Nixdorf. Journal of Change Management, 3(3), 243-257. DOI: 10.1080/714042535.CrossrefGoogle Scholar

  • Drucker, P. (2012). Managing in a Time of Great Change. Hoboken: Taylor and Francis.Google Scholar

  • Engel, C (2003). Quality management tools in CEE can-didate countries: Current practice, needs and expectations. Maastricht: European Institute of Public Ad-ministration.Google Scholar

  • Ford, J. D., Ford L. W., & D'Amelio, A. (2008). Resist-ance to change: The rest of the story. Academy of Management Review, 33(2), 362-377. DOI:10.5465/ AMR.2008.31193235CrossrefGoogle Scholar

  • Ford, J. D., Ford, L. W., & McNamara, R. T. (2002). Resist-ance and the background conversations of charge. Journal of Organizational Change Management, 15(2), 105-121. DOI: 10.1108/09534810210422991.CrossrefGoogle Scholar

  • Fuegen, K., & Brehm, J. W. (2004). The intensity of affect and resistance to social influence. In Knowles, E. S., & Linn, J. A., Resistance and persuasion. Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar

  • Giannakopoulou, S. (2011).- H ∊φαapuoórσ s καctAdary Aı-íκησηc,-λıκńc, Πıóφηφαc, cr Aηuai ai-ıωφıκó φuα:- π∊ρíπφωση φυ-ıv Πλαıσíυ-ηıλó-γησηc, σφ-πυργ∊í Aııκηφıκńc,-sTaπαıuGuıσηc &-λ∊κφρvıκńc, Aiaia (3£íκvrησOTηc,. KA’ EK7i5£UTiKr| Zaσıct,-uńuα-∊vıκń c, Aic,-θvıκń-χλń ^η-[ióiac, Aıíκησηc,. (in Greek).Google Scholar

  • Halvorsen, T., Hauknes, J., Miles, I., & Røste, R. (2005). On the differences between public and private sector innovation. Oslo: NIFU STEP.Google Scholar

  • Hartley, J. (2005). Innovation in governance and public ser-vices: Past and present. Public Money and Management, 25(1), 27-34. DOI: 10.1111/j.1467-9302.2005.00447.x.CrossrefGoogle Scholar

  • Hersey, P., Blanchard, K. H., & Johnson, D. E. (2011). Management of organizational behaviour: Leading human resources. Harlow: Prentice Hall.Google Scholar

  • Hsuan-Kai, C, Hsuan-Yueh, C, Hsin-Hung, W., & Wen-Tsann, L. (2004). TQM implementation in a healthcare and pharmaceutical logistics organization: The case of Zuellig Pharma in Taiwan. Total Qual-ity Management and Business Excellence, 15(9-10), 1171-1178. DOI: 10.1080/1478336042000255550.CrossrefGoogle Scholar

  • International Organization for Standardization. (2000). Quality management systems: Fundamentals and vo-cabulary. Geneva: ISO.Google Scholar

  • International Organization for Standardization. (2009). Managing for the sustained success of an organization: A quality management approach. Geneva: ISO.Google Scholar

  • Ivan-Ungureanu, C, & Marcu, M. (2006). The Lisbon strategy. Romanian Journal of Economic Forecasting, 3(1), 74-83.Google Scholar

  • James P. (1998). Mávατp. ∊vτ-λıκń c; Πıóτηταq. Athens: Prentice Hall. (in Greek).Google Scholar

  • Julnes, P., & Holzer M. (2001). Promoting the utilization of performance measurement in public organizations: An empirical study of factors affecting adoption and implementation. Public Administration Review, 61(6), 693-708. DOI: 10.1111/0033-3352.00140.CrossrefGoogle Scholar

  • Kazakou, K. (2010). To Koiıvó Πλαíσı-ηıλóγησηc, ωc, evíκηaAdo ρıia Aıíκηση-λıκń c, Πıóτηταc,.-∊σσαλ-]: ΠspspactKÓ Lvotitouto Em(óρωσηc„-fi-αc, Aη(ióσıυ-ávατ (i∊vτ. (in Greek).Google Scholar

  • Knowles, E. S., & Linn, JA. (2004). The importance of resistance to persuasion. In E. S. Knowles, & J. A. Linn (Ed.), Resistance and persuasion (pp. 3-9). Mahwah, NJ: Lawrence Erlbaum.Google Scholar

  • Kotter, J. P., Schlesinger, L. A, & Sathe, V. (1986). Organization: Text, cases, and readings on the management of organizational design and change. Homewood, IL: Irwin.Google Scholar

  • Kuperus, H., & Rode, A. (2008). Top public managers in Europe: Management and working conditions of the senior civil servants in European Union member States. Maastricht: European Institute of Public Ad-ministration.Google Scholar

  • Llewellyn, N., & Jones, G. (2003). Controversies and conceptual development: Examining public entre-preneurship. Public Management Review, 5(2), 245-266. DOI: 10.1080/1461667032000066426.CrossrefGoogle Scholar

  • Luijn, H., Keuzenkamp, S., & McDonnell, S. (2004). Does leave work: Summary. Den Haag: Sociaal en Cultu-reel Planbureau.Google Scholar

  • Massey, A. (1999). Public Policy and Administration. Quality Issues in the Public Sector, 14(3), 1-14. DOI: 10.1177/095207679901400301.CrossrefGoogle Scholar

  • Matei, L., & Lazˇr, CG. (2011). Quality management and the reform of public administration in several states in South-Eastern Europe: Comparative Analy-sis. Theoretical and Applied Economics, 18(4), 65-98.Google Scholar

  • Matei, A., & Sabin Andreescu, S. (2005). Managementul calitˇţii totale în sectorul public: Experienţe euro-pene. In International Conference of Public administration at the beginning of the third millennium: Dis-seminating the best Japanese practices in Romania, 21-22 Novembre 2005 (pp. 50-58). Bucharest: Facul-tatea de Administraţie Publicˇ. (in Romanian).Google Scholar

  • Matheson, A., & Hae-Sang, H. (2003). Public sector modernization: A new agenda. OECD Journal on Budgeting, 3(1), 7-23.Google Scholar

  • Moustakis, V. (2012). Aııκητıκń-∊χvλγíα. Chania: Disigma. (in Greek).Google Scholar

  • Oakland, J. S., & Porter, L. J. (2003). TQM: Text with Cas-es. Burlington: Elsevier.Google Scholar

  • OECD. (2001). Education at a glance: OECD indicators 2001. Paris: Organisation for Economic Co-operation and Development. DOI: 10.1787/eag-2001-en.CrossrefGoogle Scholar

  • OECD. (2003). The e-Government Imperative. OECD Journal on Budgeting, 3(1), 61-96.Google Scholar

  • Passas, P. (2010). Texts of application tools of public management in Greek public administration: Lecture notes. Athens: National School of Public Administration. (in Greek).Google Scholar

  • Pollitt, C, & Bouckaert, G. (1995). Quality improvement in European public services: Concepts, cases and com-mentary. London: Sage.Google Scholar

  • Pollitt, C, & Bouckaert, G. (2000). Public management reform: A comparative analysis. Oxford: Oxford Uni-versity Press.Google Scholar

  • Robbins, S. P. (1998). Organizational behavior: Concepts, controversies and applications. Upper Saddle River, NJ: Prentice Hall.Google Scholar

  • Rosenfeld, R. H., & Wilson, D. C. (1999). Managing organ-izations: Text, readings and cases. London: McGraw-Hill Publishing Company.Google Scholar

  • Smye, M., & Cooke, R. (1994). The key to corporate sur-vival: change begins and ends with people. In L. A. Berger, M. J. Sikora, & D. R. Berger (Ed.), The change management handbook: A road map to corporate transformation. New York: McGraw-Hill.Google Scholar

  • Sotirakou, T., & Zeppou, M. (2006). Utilizing performance measurement to modernize the Greek public sector. Management Decision, 44(9), 1277-1304. DOI:10.1108/00251740610707730.CrossrefGoogle Scholar

  • Staes, P., & Thijs, N. (2005). Quality management on the European agenda. Eipascope, 2005(1), 33-41.Google Scholar

  • Stashevsky, S., & Elizur, D. (2000). The effect of quality management and participation in decision-making on indi-vidual performance. Journal of Quality Management, 5(1), 53-65. DOI:10.1016/S1084-8568(00)00012-2.CrossrefGoogle Scholar

  • Tsiotras C. (2000). ∊λτíωση Πıóτητα c;. Athens: Benos. (in Greek)Google Scholar

  • Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132-142. DOI: 10.1037/0021-9010.85.1.132.CrossrefGoogle Scholar

  • Wong, M. S., Hideki, N, & George, P. (2011). The use of importance-performance analysis (ipa) in evaluating Japan's E-government services. Journal of Theoretical and Applied Electronic Commerce Research, 3(2), 17-30. DOI: 10.4067/S0718-18762011000200003.CrossrefGoogle Scholar

  • Young, P. C. (2012). Recursive estimation and time-series analysis: An introduction. Berlin: Springer.Google Scholar

  • Zampetakis, LA., & Moustakis, V. (2007). Entrepreneur-ial behavior in the Greek public sector. International Journal of Entrepreneurial Behaviour and Research, 13(1),19-38. DOI: 10.1108/13552550710725165.CrossrefGoogle Scholar

  • Zavlanos, M. (2006). Πıóτητα στı cΠαρ∊χóu∊v∊ę-πηρ∊-σí∊c; καı τα Πρïóvτα. Athens: Stamoulis Publications. (in Greek).Google Scholar

About the article

Received: 2014-09-16

Revised: 2014-10-10

Accepted: 2014-10-22

Published Online: 2014-11-20


Citation Information: Singidunum Journal of Applied Sciences, ISSN (Online) 2217-8783, DOI: https://doi.org/10.5937/sjas11-6751.

Export Citation

© 2014 Konstantnos M. Karyotakis and Vassilis S. Moustakis. This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License. BY-NC-ND 3.0

Comments (0)

Please log in or register to comment.
Log in