Use of Case Management as a Revitalizing Theme in a Juvenile Justice Agency
本文通过一位新领导与一个士气低落的少年司法机构的案例，探讨了如何利用战略主题来推动组织振兴，分析了领导与员工的互动以及主题在指导转型中的作用。
Increasingly we are told that organizations and institutions are in crisis. They are less able to meet the expectations which their constitutents and clients place on them. They fail to create conditions for their own staff to do high-quality, productive work and are ill-suited to adapt to rapidly changing environments. Recent best sellers offer both diagnoses and prescriptions for these ills (Peters and Waterman, 1982; Peters and Austin, 1985; Bennis and Nanus, 1985; Kanter, 1983; Iacocca, 1984). In the following paper, we explore in depth one example of the joining of a new leader with a segmented, dispirited organization and look at dynamics of revitalitzation in a public agency. In particular, we examine the interactions between the leader and the staff and the role of a strategic theme as a vehicle for both directing and organizing the turn around. The first author served as a consultant to the Department of Juvenile Justice. The second author had just been appointed commissioner. We begin with a brief description of the agency at the time of the arrival of the new commissioner and explore her first 18 months, looking at the initial shaping of a strategic theme and the difficulties in translating the theme into concrete initiatives to alter the standard operating procedures of the organization. We conclude with a discussion of the learnings from this case.