Showing posts with label Generic management. Show all posts
Showing posts with label Generic management. Show all posts
Sunday, August 13, 2023
Brian Easton: There Are Wider Lessons To Be Learned From The Failures In The Management Of The Health System
Labels: Brian Easton, Canterbury DHB, Generic management, Health System, Ian Powell, Otaihanga Second OpinionIt is the professionalism – competence and integrity – of the doctors, nurses and technicians who provide the care which obscures the managerial failure.
The column-blog, Otaihanga Second Opinion is compulsory reading for anyone interested in the health sector. It is written by Ian Powell, who was Executive Director of the Association of Salaried Medical Specialists, the professional union representing senior doctors and dentists in New Zealand, for over 30 years (until December 2019) and he has an intimate knowledge of the sector and excellent judgments.
Saturday, June 10, 2023
Brian Easton: Accountability And Archives New Zealand
Labels: Accountability, Archives New Zealand, Brian Easton, Consultancy, Generic management, ProfessionalsWas another IT debacle inevitable given the management arrangements?
In February 20022, Archives New Zealand (ANZ) switched its electronic access to the nation’s public records from ‘Archway’ to the new Collections system, also known as ‘AIMS’ (Archives Integrated Management System). There was immediate outrage by users. As Archives New Zealand politely said: ‘Ongoing issues with poor functionality, bugs, and unplanned disruptions in service caused increasing levels of dissatisfaction from users and government agencies.’
Monday, April 10, 2023
Brian Easton: The Fashion For Generic Management Is Not Working.
Labels: Archives New Zealand, Brian Easton, Creative New Zealand, Generic management, Health New Zealand, Healthcare, Te PūkengaThe public service is suffering from the downgrading of the role of professionals, experts and those at the workface with the public.
There is a management fashion that believes that by imposing layers of generic managers, public spending will become more efficient because they will control the professionals, who cannot be trusted. It is true that professionals often have objectives which are dismissive of fiscal considerations – objectives like the welfare of those they are working for – and that some cannot be trusted not to act in their commercial interests. But there is surprisingly little evidence that the layers of generic management have worked well – most managers are not very good at evaluating themselves – and there are numerous anecdotes of them adding to costs with bullshit jobs or those which actually reduce the effectiveness of the professionals on the front line.
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