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    Wyświetlanie 1-4 z 4
    Tytuł:
    Innovation in Public Service Delivery in Terms of Shared Services Centres in Local Governments: A Case Study of the City of Toruń (Poland)
    Autorzy:
    Gawłowski, Robert
    Modrzyński, Paweł
    Powiązania:
    https://bibliotekanauki.pl/articles/904295.pdf
    Data publikacji:
    2019
    Wydawca:
    Uniwersytet Ekonomiczny w Krakowie, Małopolska Szkoła Administracji Publicznej
    Tematy:
    public management
    innovation in public management
    shared services centres
    collaborative governance
    reforming public administration
    Opis:
    Objectives: The public sector has been subjected to financial pressure. One of the tools to improve the environment of the public sector entities and introduce greater management flexibility in governance is establishing Shared Services Centres (SSCs). Research: The article presents a case study regarding the implementation process and the effectiveness assessment of this solution based on the example of the city of Toruń. Research Design & Methods: The paper provides a case study of SSC of the city of Toruń. Findings: Based on the results, it can be concluded that the key barrier to the implementation of SSCs as the innovation tool of public management is the lack of understanding of business management tools among directors of public sector units that were not involved in the issue of management efficiency. Implications / Recommendations: What appears to be the most challenging is the sociological factor that matters in terms of SSCs implementation. Social capital of the units’ directors, trust, and reciprocity is much more important than institutional arrangements. Contribution / Value Added: The paper shows the first evaluation of SSC in local government in Poland based on a case study. It is believed that this approach might be very fruitful for further theoretical research and practical implementation. Article classification: research article
    Źródło:
    Zarządzanie Publiczne / Public Governance; 2019, 4(50); 39-53
    1898-3529
    2658-1116
    Pojawia się w:
    Zarządzanie Publiczne / Public Governance
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
    Tytuł:
    Campus Governance in U.S. Universities and Colleges
    Autorzy:
    Laforge, William N.
    Powiązania:
    https://bibliotekanauki.pl/articles/915764.pdf
    Data publikacji:
    2020
    Wydawca:
    Katolicki Uniwersytet Lubelski Jana Pawła II
    Tematy:
    universities
    shared-governance
    campus management
    Opis:
    The governance of universities and colleges in the United States basically follows the concept and spirit of democracy embraced by the nation from its birth.  The systems and practices in place at most U.S. institutions of higher learning include collaborative, representative, or collective decision-making arrangements known as shared governance.  However, these systems and practices are hardly uniform due to the diversity of governance patterns that reflect the unique and different history, needs, and mission of a particular institution.  Sometimes they are differentiated from, and contrasted with, corporate, business, and more authoritarian or centralized forms of institutional governance. In contrast with university governance elsewhere in the world-that can range from strong central government control to private self-regulated operations-the U.S. forms of campus governance have emerged in a country that does not have centralized authority over education.  U.S. institutions of higher learning respond to a variety of controls and interests that are on display variously at public, private non-profit, private for-profit, and religious universities.  Governance, authority, and administration are spread across a wide spectrum of players, including governing boards; presidents, chancellors, and other administrators; the academy/faculty; administrative staff; campus committees; students; and, even some external factors. Shared governance is not a perfect formula or panacea for university administration and decision-making.  It does, however, provide a methodology, system, and concept that can help guide the leadership of a university as it approaches the administration and conduct of its educational responsibilities.  In today’s higher education environment, the term governance is rather expansive.  In one sense, it means top-down governance that is the rightful role and authority of an institutional board charged with overseeing policy, programming, performance, and executive guidance and evaluation.  But, it also variously means the use of institutional strategies, operations, and components to distribute, disseminate, and “share” authority and responsibilities for a university’s administrative, management, and decision-making functions, i.e., “on-campus governance.”  In this respect, shared governance “borrows” many of the attributes and principles of democratic government. In any case, shared governance, in its many forms and applications, is widely practiced in U.S. universities, including Delta State University.  
    Źródło:
    Review of European and Comparative Law; 2020, 42, 3; 113-140
    2545-384X
    Pojawia się w:
    Review of European and Comparative Law
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
    Tytuł:
    Creating public value through collaborative governance? Organization and management of shared services centers in the metropolitan cities in Poland
    Autorzy:
    Modrzyński, Paweł
    Gawłowski, Robert
    Powiązania:
    https://bibliotekanauki.pl/articles/325550.pdf
    Data publikacji:
    2019
    Wydawca:
    Politechnika Śląska. Wydawnictwo Politechniki Śląskiej
    Tematy:
    public sector management
    co-creation of public value
    collaborative governance
    shared services centers
    zarządzanie sektorem publicznym
    współtworzenie wartości publicznej
    współrządzenie
    centra usług wspólnych
    Opis:
    Collaborative management means creating organizational structures based on cooperation, and thus creating more effectiveness in the area of management and economic calculation. This article presents the assessment of shared service centers (SSCs) operating the 12 largest Polish cities. The purpose of this article is to attempt to evaluate the effects of implementing a tool characteristic of business into the public sector. The conducted research allowed to define the goals that local governments associate with the creation of SSCs, gave the answer to the questions to what extent the above objectives were achieved, what were the threats to the process of putting in place organizational changes and what competences of the management staff of the serviced entities were crucial in the process. The final conclusion is that changing location of back-office service provides quick success in terms of operational actions, but demands additional skills of managers in order to receive public value.
    Źródło:
    Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska; 2019, 135; 151-168
    1641-3466
    Pojawia się w:
    Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
    Tytuł:
    Shared service centres in the public sector - building corporate governance or implementing barely-altered organisational changes?
    Autorzy:
    Modrzyński, Paweł
    Powiązania:
    https://bibliotekanauki.pl/articles/325556.pdf
    Data publikacji:
    2019
    Wydawca:
    Politechnika Śląska. Wydawnictwo Politechniki Śląskiej
    Tematy:
    public management
    shared service centers
    corporate governance
    change management
    zarządzanie publiczne
    centra usług wspólnych
    ład korporacyjny
    zarządzanie zmianą
    Opis:
    Criticism of the New Public Management (NPM), based primarily on the economic indicators of job evaluation and management efficiency has led to the evolution of this approach and emphasising the role of cooperation as a key element of an efficient public management model - Public Management Governance (PMG) or Collaborative Public Management (CPM). This article presents the role of Shared Service Centres (SSCs) in public management based on a cooperation model both at the level of employees and organisational units. The article also attempts to answer the question whether the process of establishing SSCs can be viewed as the beginning of building corporate governance in public administration, or whether local governments are limited to introducing the necessary organisational changes by implementing a shared service only.
    Źródło:
    Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska; 2019, 139; 363-378
    1641-3466
    Pojawia się w:
    Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
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