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Conventional OR Alternative Rational, Redefined "meritocracy" OR Threats |
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We saw that the market-oriented organizations focus significantly on service, whether the service supports a physical product or is the product itself. Now we learn that the process through which organizational services are delivered makes a difference.
The interest approach (flashing) serves as an implementation tool for the actions agreed to within the consensus-based, inclusive process of identifying which products/services we will offer. In other words, having identified what, the interest approach can clarify how. Service may or may not be delivered through the structured entitlement of employment. "I must help the customer because that’s what I get paid to do. But perhaps we should think "I get paid because I can help the customer." Think about alternatives to entitlement leads to an examination of compensation and evaluation. Bureaucracy predisposes delivery of services in only one way - through the structured entitlement of employment. How will you deliver services when your organization gets flatter, leaner and more flexible? The notion of reinventing government requires rethinking public service. We saw that constituency expectations are affected by the nature of government, i.e., whether it is tax-based or self-sufficient. How will self-sufficient governments deliver services? Negotiated rulemaking is one solution that government agencies have adopted in their quest to deliver services differently. |
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conventional > alternative threats Þ re-definition of meritocracy |
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Richard Boren, Thinking about service...have we got it backwards in practice?, JOURNAL FOR QUALITY AND PARTICIPATION (Oct./Nov. 1995) at 82 How to distinguish service from subservience. Robert Hicks, No service, no smile, no sale, THE GLOBE AND MAIL (June 8, 1993) at A16. The author, a Canadian teaching in Japan, talks about the contrast between the customer oriented Japanese organizations and the less-than-satisfactory (the author’s words are "hostile" and "frustrating") service he encounters back home. Evert Gummesson, Truth and myths in service quality, JOURNAL FOR QUALITY AND PARTICIPATION (Oct./Nov. 1995) at 18. Dismantling unfounded notions about the relationship between products and services, cost and quality, quality targets, the role of compassion, humor and intuition in quality service, and management of customer perceptions and expectations. Joshua J. Reiter, Happy customers or angry customers: it’s your choice, JOURNAL FOR QUALITY AND PARTICIPATION (Oct/Nov. 1995) at 6. The author relates personal experiences with both effective and ineffective customer service. Dan Turner, Redesigning the service organization, JOURNAL FOR QUALITY & PARTICIPATION (July/Aug. 1994) at 28. New principles for service. Edward Deevy, Re-engineering service in an acute care hospital, JOURNAL FOR QUALITY AND PARTICIPATION (Jan./Feb. 1994) at 84. How one hospital redefined its service ethic. |