http://management.curiouscatblog.net/2006/01/12/public-management-ii/ Management Improvement focused on Deming, lean thinking, innovation, customer focus, six sigma, etc. Wed, 08 Feb 2012 14:35:23 +0000 hourly 1 http://wordpress.org/?v=3.3.1 http://management.curiouscatblog.net/2006/01/12/public-management-ii/comment-page-1/#comment-37724 Curious Cat Management Improvement Blog » Airport Security with Lean Management Principles Tue, 16 Nov 2010 16:18:42 +0000 http://management.curiouscatblog.net/?p=166#comment-37724 TSA’s actions show the TSA doesn’t give a hoot about security, or liberty... TSA’s actions show the TSA doesn’t give a hoot about security, or liberty…

]]> http://management.curiouscatblog.net/2006/01/12/public-management-ii/comment-page-1/#comment-33306 Curious Cat Management Improvement Blog » Federal Government Chief Performance Officer Thu, 15 Jan 2009 15:45:20 +0000 http://management.curiouscatblog.net/?p=166#comment-33306 [...] There are complications in applying management improvement in government but they are fairly minor comparatively. In general, the difficulty is not the necessary adjustments for a different environment than the private sector, but similar challenges to improving private sector management. [...] [...] There are complications in applying management improvement in government but they are fairly minor comparatively. In general, the difficulty is not the necessary adjustments for a different environment than the private sector, but similar challenges to improving private sector management. [...]

]]> http://management.curiouscatblog.net/2006/01/12/public-management-ii/comment-page-1/#comment-33005 Curious Cat Management Improvement Blog » 6 Leadership Competencies Thu, 13 Nov 2008 12:38:45 +0000 http://management.curiouscatblog.net/?p=166#comment-33005 [...] the night before the conference. Two previous mayors of Madison introduced Peter’s talk: Paul Soglin and Joe [...] [...] the night before the conference. Two previous mayors of Madison introduced Peter’s talk: Paul Soglin and Joe [...]

]]> http://management.curiouscatblog.net/2006/01/12/public-management-ii/comment-page-1/#comment-32171 Curious Cat » Confusing Customer Focus Thu, 10 Apr 2008 14:08:15 +0000 http://management.curiouscatblog.net/?p=166#comment-32171 I agree there are several different customers. This is actually not uncommon outside of government but for government agencies multiple “customers” that might have divergent desires are more frequent. But the “customer” frame of reference I still think has value... I agree there are several different customers. This is actually not uncommon outside of government but for government agencies multiple “customers” that might have divergent desires are more frequent. But the “customer” frame of reference I still think has value…

]]> http://management.curiouscatblog.net/2006/01/12/public-management-ii/comment-page-1/#comment-31765 CuriousCat » Stupid Bureaucratic Requirement Tue, 04 Mar 2008 00:35:30 +0000 http://management.curiouscatblog.net/?p=166#comment-31765 I understand that it is easier to ignore the purpose and just focus on compliance with the rules. But what does it say if your actions show that actually loyalty doesn’t matter and signing something you don’t believe is ok?... I understand that it is easier to ignore the purpose and just focus on compliance with the rules. But what does it say if your actions show that actually loyalty doesn’t matter and signing something you don’t believe is ok?…

]]> http://management.curiouscatblog.net/2006/01/12/public-management-ii/comment-page-1/#comment-2709 Newt on Management History Tue, 23 Jan 2007 05:15:16 +0000 http://management.curiouscatblog.net/?p=166#comment-2709 [...] he scribbles a chart on the history of management reform, tucking dates alongside names like Motorola and Deming and Ohno, all the while peppering the group with questions. [...] [...] he scribbles a chart on the history of management reform, tucking dates alongside names like Motorola and Deming and Ohno, all the while peppering the group with questions. [...]

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