In twenty pages this paper evaluates the tool effectiveness of organizations in the public sector in a consideration of whether or not they have been successful. Ten sources are cited in the bibliography.
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of the United States, he was taken quite seriously. There was good reason for this, Iacocca had almost single-handedly been able to pull Chrysler out of bankruptcy, make a
deal with the various unions that manufactured automobiles, and put the company on the road toward profitability. It was believed that perhaps Iacocca could take those same skills he
used to help Chrysler and apply them to government in his role as president. Upon further reflection, Iacocca never ran for office.
However, the idea that government should be run more like a business still remains strong. In fact many people believe that the corollary has been true -- if business were
to be run like governments were, they would be bankrupt in no time. For various reasons, public sector entities in this day
and age are striding more toward business operations for government functions. On the surface, this might appear reasonable -- concepts such as customer service and entrepreneurial management have worked
for private businesses, so why would they not worked for government business as well? In this paper, we will examine this question
and determine if, in fact, government is capable of being set up and operated like a private-sector business. Our contention is that, through a valuation of the literature, it
is difficult to take private sector models and apply them to public service agencies. CONCEPTS OF REINVENTION Reinvention defined Changes
in government have been classified as reinvention, or reinventing government. In its most basic form, reinvention on the part of public administration means flattening the organizational hierarchies; encouraging teamwork;