Measurement of Economic Result in Public Organizations： A Departmental Analysis

The aim of this work is to demonstrate how public university hospital （UH） managers can improve the process of decision-making by using the measurement of economic value added to the society （EVAS） generated by these organizations. Thus, the economic values of the organization and its departments were calculated, according to the theory studied： measurement model of economic result of Slomski （1996）. It was considered the conduction of a case study in a public UH, evaluating its economic performance in a 3-year period. For the interpretation of results, the Data Envelopment Analysis （DEA） which categorized the departments of the hospital studied as efficient or inefficient was used. This study revealed that managers can improve the decision-making process by using the EVAS, since it has been established that this measurement of economic value has sensitivity to identify which of the economic value drivers should be emphasized in the management.     

Do NPM-Type Reforms Lead to a Cultural Revolution Within Public Sector Organizations?

Abstract

Agencification and granting public sector organizations managerial autonomy in particular is believed to change organizational cultures, away from traditional compliance- and detail-oriented bureaucratic cultures and towards organizational cultures which are more oriented towards external customers. There is however very little empirical information on the relationship between managerial autonomy and organizational culture. Using a unique data set on public agencies in Flanders, we not only test how managerial autonomy affects the strength of a customer-oriented culture within public sectors but also examine whether this culture becomes dominant over traditional public administration culture. Analysis shows that managerial autonomy positively affects a customer-oriented culture; however, it does not make it a dominant culture.     

Integration of Individualized Management Systems （MSs） as an Aggregating Factor of Sustainable Value for Organizations An Overview Through a Review of the Literature

Nowadays, there exist various standards for individual management systems （MSs）, at least, one for each stakeholder. New ones will be published. An integrated management system （IMS） aims to integrate some or all components of the business into one coherent and efficient MS. Maximizing integration is more and more a strategic priority in that it constitutes an opportunity to eliminate and/or reduce potential factors of destruction of value for the organizations and also to be more competitive and consequently promote its sustainable success. A preliminary investigation was conducted on a Portuguese industrial company which, over the years, has been adopting gradually, in whole or in part, individualized management system standards （MSSs）. A research, through a questionnaire, was performed with the objective to develop, in a real business environment, an adequate and efficient IMS-QES （quality, environment, and safety） model and to potentiate for the future a generic IMS model to integrate other MSSs. The strategy and research methods have taken into consideration the case study. It was obtained a set of relevant conclusions resulting from the statistical analyses of the responses to the survey. Globally, the investigation results, by themselves, justified and prioritized the conception of a model of development of the IMS-QES and consequent definition and validation of a structure of an IMS-QES model, to be implemented at the small- and medium-sized enterprise （SME） where the investigation was conducted.