The Theory Z Turnaround of a Public Agency
研究了纽约市环卫局车队维修部门在濒临崩溃时，通过引入Z理论等私营部门管理方法，成功恢复财政和运营健康的过程，对面临类似困境的公共管理者有借鉴意义。
How does a manager, recently given the charge of a public agency on the threshold of collapse, restore fiscal and operational health to that agency? This was the question confronting the new director of fleet maintenance and repair in New York City's Department of Sanitation in January of 1979. The answer, in part, has been to introduce a new set of public management initiatives which dramatically changes the way a public organization is traditionally managed. These initiatives, involving every employee in every level of the organization, have not only halted an almost daily procession of crises and emergencies, but have also transformed the department's fleet maintenance and repair system into one of the most reliable and consistent operations in New York City's government. The new approach is highlighted by a recently formulated management theory just beginning to be practically applied in private industry around the country. It is known as Z, named by its originator William Ouchi,1 and it calls for major innovations in the decisionmaking process in a large organization. Since the management of the department's Bureau of Motor Equipment (BME) has been utilizing this approach (subsequently called Z) along with other techniques previously thought useful only in the private sector, several encouraging implications take shape for those managers in all levels of government faced with a similar dilemma. The real effect Theory Z has had on this system cannot be fully appreciated until the extent of BME's present operations and past problems is revealed.