A successful reorganization requires the President to submit a compelling case for change. Reorganization campaigns must make the federal government more efficient, responsive, and accountable. Each Presidential reorganization proposal must specify detailed objectives in cost savings, accountability, openness, and execution.
For example, during the Jimmy Carter’s reorganization campaign he promised that if elected he would reduce the number of government agencies and committees from nearly 2,000 to 200. While the promise to cut the number of agencies was compelling campaign rhetoric, the White House realized after the election that it tied the president to a questionable metric of success, so it was quietly abandoned after the first 100 days. Instead, the White House saw eliminating agencies or overlapping functions as a means
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President’s transition teams must work which agencies, interest groups, and congressmen that would be the most resistant and determine which ones could be won over. Armed with this information, they are able to craft and revise proposals to maximize their chances of success.
The teams will have to spend many hours in meetings with academics, interest groups, unions, nongovernmental organizations, businesses, and other external stakeholders to garner support for change, and learn the basis for resistance from their opponents.
Cataloging and empowering external stakeholders who can champion reform is an essential undertaking. Their support is critical to convincing the American public and detractors throughout government that the time is right for reorganization.
6. Reorganization requires organization
Successful reorganization is about more than getting proposals through Congress. The implementation stage is equally challenging—and the transition team needs to think about that phase as proposals are being
Examining the conceptualizations and theories of Neustadt and Skowronek’s in comparative perspective, this essay makes the principal argument that both of these theories only represent partial explanations of how success and efficiency is achieved in the context of the Presidency. With Neustadt focusing saliently on the President’s micro-level elite interactions and with Skowronek adopting a far more populist and public opinion-based framework, both only serve to explain some atomistic facets of the Presidency. As such, neither is truly collectively exhaustive, or mutually exclusive of the other, in accounting for the facets of the Presidency in either a modern day or historical analytical framework. Rather, they can best be viewed as complementary theories germane to explaining different facets of the Presidency, and the different strengths and weaknesses of specific Administrations throughout history.
The myriad of reform suggestions range from “draining the swamp” via a complete overhaul of the VA’s administration and management processes to the more dramatic option of privatization of VA’s health care services. As a former chief executive officer with a career of turning around academic medical centers and health systems, I proffer that reforming the VA will only succeed through a commitment
An official approach for managing change that starts with the leadership team and then engages key stakeholders and leaders should be developed near the beginning, and modified frequently as change moves through the organization. Since change is intrinsically unsettling for people at all levels, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must accept the new approach...
Reform is essentially a type of change. Change is scary, but changes are successful through the weaving of submission, acceptance, and patience.
Richard E. Neustadt, the author of Presidential Power, addresses the politics of leadership and how the citizens of the United States rate the performance of the president's term. We measure his leadership by saying that he is either "weak or "strong" and Neustadt argues that we have the right to do so, because his office has become the focal point of politics and policy in our political system. Neustadt brings to light three main points: how we measure the president, his strategy of presidential influence, and how to study them both. Today we deal with the President himself and his influence on government action. The president now includes about 2000 men and women, the president is only one of them, but his performance can not be measured without focusing on himself.
The presidency of the United States has never stopped evolving and is more powerful today than the framers of the constitution ever would have imagined. The President of the United States is a crucial pawn in the way our government runs, functions and operates, and is the embodiment of the people and its nation. The president by far has the most influence on the direction our country shifts in, and is an important political figure. When we think of the president, we often think of one person that is in charge of our country, but the presidential role that we have today has grown into a complex and large executive organization (Bardes, B. A., Shelley, M. C., & Schmidt, S. W. 355).
Judge Jr., W. Q. (2013, February). Focusing on Organizational Change. Retrieved November 8, 2017, from VitalSource: Retrieved from https://mbsdirect.vitalsource.com/#/books/MBS1549164/cfi/160!/4/4@0.00:39.5
Organizations are preserved by change and constant renewal; otherwise, they will stagnate and die (Marquis & Huston, 2015). Leading change can be one of the most challenging tasks for a leader. Many times attempts at change fail because the person trying to implement the change was ill prepared to deal with resistance and used an unstructured
Podmoroff (n.d.) describes “When you manage change effectively, you can move your organization into the new "business as usual" state swiftly, and you'll find that other people are quick to accept change”. Change management is frequently directed by a powerful change management model; this provides people with a foundation that can be used to comprehend the process and what is expected of them (Connelly, n.d.). Kurt Lewin’s theory...
Seidman, H. (1998). Politics, position, and power: The dynamics of federal organization (5th ed.). New York: Oxford University Press.
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
Change happens in and at all levels of an organization. From the people who have charge to lead, to the people who are responsible for
Organizations are active systems and they cannot work if any of their systems will not work efficiently and smoothly. Above all understanding the relationship between organizational restructuring and its employees is the key to humanizing your organization’s capability to move through change effectively. In organizational restructuring organizations need insight into where to best utilize the talent. In addition to that organizations need to be able to handle conflict because organizational restructuring brings about stress and conflict. Being able to predict how each employee will respond to stress and conflict is the key to managing change smoothly.
Organizational Cultural Changes that occur within an organization do not occur on its own. Organizational change entails detailed management and planning. Organizational change does not occur overnight and resistance within the employees is inevitable. Having organized management who is prepared to provide leadership is imperative in providing solutions to the issues of resistance. Although resistance to change is inevitable, an organization must experience change in order to sustain change, whether economic, technological, or financial.
In the final review, transformational leadership that activates the principles of employee engagement will not be susceptible to “paralysis of analysis”. Leadership and employees will be so engaged to move the organization over its goal line that large problems will seem small. Stakeholders who follow a leader utilizing transformational style find it easy to connect with the vision of the organization and make adjustments beneficial to team the goals Along the way, we have found significant elements for public administration leadership are already in our wheelhouse; we just may need to employ them in a different context to ensure successful followership.