Wyniki wyszukiwania - BazTech

Ograniczanie wyników

2 2019

Znaleziono wyników: 2

Liczba wyników na stronie

Wyniki wyszukiwania

Sortuj według:

Ogranicz wyniki do:

Shared service centres in the public sector - building corporate governance or implementing barely-altered organisational changes?

Modrzyński Paweł

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2019

z. 139

363--378

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.

Creating public value through collaborative governance? Organization and management of shared services centers in the metropolitan cities in Poland

Modrzyński Paweł, Gawłowski Robert

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2019

z. 135

151--168

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.