Osborne and Plastrik offer five strategies for creating a so-called “entrepreneur government”.
¿À½ºº»°ú Ç÷¡½ºÆ®¸¯Àº ¼ÒÀ§ ‘±â¾÷°¡ Á¤ºÎ’¸¦ ¸¸µé±â À§ÇÑ ´Ù¼¸ °¡Áö Àü·«À» Á¦½ÃÇÏ°í ÀÖ´Ù.
The control strategy reduces control over the subordinates as much as possible and
delegates authority.
ÅëÁ¦Àü·«Àº ºÎÇÏ¿¡ ´ëÇÑ ÅëÁ¦¸¦ °¡±ÞÀû ÁÙÀÌ°í ±ÇÇÑÀ» À§ÀÓÇÏ°Ô µÈ´Ù.
The core strategy targets the goals of public organizations.
ÇÙ½ÉÀü·«Àº °ø°øÁ¶Á÷ÀÇ ¸ñÇ¥¸¦ ´ë»óÀ¸·Î ÇÑ´Ù.
This seeks to clarify goals, roles and policy directions.
ÀÌ´Â ¸ñÇ¥, ¿ªÇÒ, Á¤Ã¥¹æÇâÀÇ ¸í·áȸ¦ Ãß±¸ÇÑ´Ù.
The performance strategy introduces competition and promotes performance
management to improve work incentives.
¼º°úÀü·«Àº ¾÷¹«À¯ÀÎÀÇ °³¼±À» À§ÇØ °æÀïÀ» µµÀÔÇÏ°í ¼º°ú°ü¸®¸¦ ÃßÁøÇÑ´Ù.
The customer strategy targets the responsibilities of government organizations.
°í°´Àü·«Àº Á¤ºÎÁ¶Á÷ÀÇ Ã¥ÀÓÀ» ´ë»óÀ¸·Î ÇÑ´Ù.
This seeks to secure the government's responsibility to customers and to expand
the choices made by customers.
ÀÌ´Â °í°´¿¡ ´ëÇÑ Á¤ºÎÀÇ Ã¥ÀÓÈ®º¸ ¹× °í°´¿¡ ÀÇÇÑ ¼±ÅÃÀÇ È®´ë¸¦ Ãß±¸ÇÑ´Ù.
Finally, the cultural strategy targets the organizational culture.
¸¶Áö¸·À¸·Î ¹®ÈÀü·«Àº Á¶Á÷¹®È¸¦ ´ë»óÀ¸·Î ÇÑ´Ù.
This is to change the values, norms, attitudes and expectations of members.
ÀÌ´Â ±¸¼º¿øÀÇ °¡Ä¡, ±Ô¹ü, ŵµ ±×¸®°í ±â´ë¸¦ ¹Ù²Ù·Á´Â °ÍÀÌ´Ù.
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