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Product details
File Size: 918 KB
Print Length: 124 pages
Simultaneous Device Usage: Unlimited
Publisher: GOVERNING Books (July 6, 2010)
Publication Date: July 6, 2010
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B003UYUVYS
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Amazon Best Sellers Rank:
#206,412 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
I bought this book after I heard the author speak at a conference. I enjoyed it very much and plan to re-read it. The author debunks three major myths about how government works. The prevailing myths are: (1) we don't make widgets, i.e., we don't produce anything; (2) we don't have customers, i.e., we serve the general public rather than a specific group of individuals; and (3) we don't make a profit, i.e., we do not achieve specific, identifiable results. In the process of debunking these myths, the author reveals additional truths about the governmental process, e.g., why surveys don't really tell us anything important, and why employee incentives don't really work. This revolutionary book challenges government managers and employees to look at their work in a new way. I think that it should be required reading for every public sector employee!
Ken Miller may never replace John Locke or Thomas Hobbes as a great writer of political theory. However, his contribution to the people who actually administer our governments is important. In a very simple style, Miller makes a strong argument that government employees need to start thinking about the cost of government services and the customers who receive their services. Government does make widgets. The cost, quality, and timeliness of those widgets are matters of great public concern.Miller's book is filled with redundancy, probably to drive home its very important points. During these repetitions, I think Miller may confuse his readers on the difference between outputs which he calls widgets and outcomes, especially in regard to polling. Systems theory holds that government is a black box which requires certain inputs like tax revenue, policy decisions, voting, and feedback. These inputs are processed inside the black box to produce outputs like building permits. An output produces an outcome such as the timely completion of a project. The outcome produces either positive or negative feedback which is an input to the black box.While I agree that public opinion polling can't tell us much about the or output - a building permit - it is certainly a valid means of feedback on the outcome - public satisfaction with the pace or quality of growth in the community. Government has many customers, including the developer requesting the permit and the community that experiences both the disruption of new construction and the advantage of a new facility. If we accept Miller's important assertion that government employees must focus more on satisfying their customers, then polling to determine public satisfaction with the outcome of government's efforts is critical.Otherwise, Miller says what needs to be said in terms that are helpful, but not threatening, to people inside government agencies. The book is a quick read and it is very understandable. It should be required reading for all public employees. It may also be a beacon of hope for those of us who stand in a long line to renew our driver's license, only to face a surly bureaucrat who never heard the term "customer service".
This book is well thought out and presents excellent ideas in bite size packets. I highly recommend for ANYONE working in government.
It is a good book but it does not bring any new ideas. Though it makes important contributions to the reality of most government agencies worldwide, in how to work on common challenges.
I purchased a copy of this book based on a recommendation from a colleague. My colleague lacks the education and experience to see the flaws in this book. For example, without understanding the fundamentals of motivation theory, one can't reasonably communicate something more complicated based on those theories. It'd be like trying to explain chemical engineering without understanding chemistry. This book is just another iteration of an attempt to produce a "pop-management" book for quick personal gain. If you want to know about statistical process control, and the applications for ANY type of organization, study the works of Deming, Herzberg and others. This book is the business equivalent of someone writing a book about what someone told them about the works of Shakspeare.
This book really helps you learn to think like a manager. After reading this book you will change the way you think about government!
Great introduction to how Lean concepts apply to governmental agencies.
If you don't have any problems with emotional manipulation and are into vague information and poor thesis outlines then this is the book for you. One of the worst books I have ever read. Don't waste your money even when it is in the dollar bin.
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