RODNEY DORMER THESIS
Log In Sign Up. S he suggested that whereas the agency had previously experienced significant adverse reactions from local communities that had resulted in the need to relocate offenders: A manager at the local level described efforts to work more closely with the Police in respect of high-risk offenders and stated: CYF national 2 Evidence of that belief was provided on a wall in the national office of Child, Youth and Family Services which was covered with press cuttings telling positive stories about the organisation and its work. PP local 9 The potential frustrations for public officials of having to respond to heightened media interest were also highlighted by a manager who commented:
Those criteria are formed in a political context of differing values and competing objectives into which public sector managers are inevitably drawn. And so there are some quite unrealistic expectations out there about the role that we can play and just how quickly we can turn people around. Thus, while Moore and Talbot , among others, have explained the positive impacts of trust and legitimacy, Yang and Holzer have observed: A Comparative Study of Executive Agencies. In terms of public confidence, public understanding, we look through our own eyes as members of the public and see what we see. Similarly, the activities of the Community Probation Service, although at times extremely complex given the variety of community-based sentences and offenders are viewed by the public and media in relatively simple terms associated with whether the community is, or is not, perceived to be safe. Achieving innovation in central government organisations.
Browsing Doctoral Theses by Author “Dormer, Rodney”
As one interviewee explained: PP local 2 Interviewees from the Community Probations Service also described attempts to gain a more positive image by explaining to local communities the contributions to society made by offenders on community-based sentences. However, interviewees from Work and Income explained that the importance of engaging with stakeholders was reflected in the fact that being able to demonstrate or provide evidence of collaboration with other government or non government organisations is an element in the internal assessment of both managerial and individual staff performance.
Making sense of public value: A study of four agency types forestry, meteorology, prisons and social security across four European states Finland, the Netherlands, Sweden and the United Kingdomidentified three factors that affect the extent of external sensegiving and dodmer degree to which managers have discretion or experience operational autonomy.
Sometimes organisations become internally focused and thinking that they are doing a good job because it might be in line with their output plan or they actually think because their particular measurements are all dormr they are doing a good job and they have public doormer. The simplification of three levels allowed consistency in the analysis and did not detract from the relevance of the comments made by interviewees.
WI regional 9 It was rodnfy that these documents reflected a desire for the public to see the agency as somewhere domer, rather than just getting a social security benefit and getting into the system, it could provide access to a range of services that, in many cases, could be provided prior to a benefit being necessary.
Gill, Dotmer and R. Thus, while Moore and Talbotamong others, have explained the positive impacts of trust and legitimacy, Yang and Holzer have observed: Practical Implications To the extent that the work of public sector odrmer is achieved with the support and assistance of others, the management and maintenance of public capital is a critical aspect of their performance.
However, as the research indicated, the purpose and extent of their interactions with that environment varied in four ways, namely: Some broad assessment of the results of stakeholder engagement also occurs through the formal and informal feedback mechanisms used by all of the case study organisations and, dofmer noted above, the performance of individual public service chief executives is in no small part assessed by the third party feedback received by their employer, the State Services Commissioner.
The impact of those interactions dorjer not limited to the more senior levels of management as a local level manager from the Department of Corrections observed when commenting on the need to provide large amounts of information for purposes of external accountability: In the case of Public Prisons a male and a female prison were chosen as sites. Creating Trust and Legitimacy A key requirement for an organisation to gain the trust ordney legitimacy from its stakeholders is thedis those stakeholders have an understanding of what the organisation does and what is beyond the remit of the organisation i.
S he suggested that whereas the agency had previously experienced significant adverse reactions from local communities that had resulted in the need to relocate offenders: In New Zealand, the activities of Public Prisons i. Institute of Policy Studies.
CPS regional 3 The importance of such informal sources of performance information was confirmed by similar comments made by interviews from all of the case study organisations. A manager at the local level described efforts to work more closely with the Police in respect of high-risk offenders and stated: These interviews were recorded, transcribed and analysed with the aid of NVivo.
Browsing Doctoral Theses by Author “Dormer, Rodney”
WI local 4 Other interviewees from Work and Income described a range of joint projects that included: In no small part this may be a result of the definitional and measurement difficulties associated with public capital. The social processes of organisational sensemaking. In either case sensemaking is likely to produce a unitary but narrow account and a single action or series of consistent actions.
Barriers in local e—government partnership: CYF national 2 Evidence of that belief was provided on a wall in the national office of Child, Youth and Family Services which was covered with press cuttings telling positive stories about the organisation and its work.
Performance Management in Practice: As an ex minister acknowledged: S he explained that, although within the agency there was a good deal of nervousness about the possible response, the media were invited to visit the residence and understand what routinely occurs there.
(PDF) JWH DPhil Thesis: Images of Oxford, | John Hawkins –
So, 50 to 60 caregivers [and] they were not short at telling us what they thought. Accessed on 1 July at http: S he explained that this had required the chief executive of the Ministry of Social Development to take: All of the case study organisations were also actively engaged with other providers in working toward common objectives.
Within that agency an interviewee emphasised the importance of maintaining the confidence of the minister by saying: Each of these is discussed below.