Much current thinking about information technology in the public
sector emerges from private sector experiences. While much can be
transferred from sector to sector, much cannot. O'Looney provides a
rare understanding of what transfers best, and the difference a
good transfer can make in establishing a successfully wired
government. O'Looney provides an overall strategic orientation to
the challenges that public managers will face in the new age of
cyberspace. He helps decision makers and executives understand what
it takes to transform an agency or organization into a model of
electronic government. He includes the policies, practices,
technologies, and operating tactics one needs to do it. Especially
important, he helps public managers find the best fit between new
technologies, their current operating practices, and the special
characteristics and goals of their organizations.
"Wiring Governments" will help public managers with little
technical background to navigate the IT terrain by identifying its
key characteristics and explaining how to use them, not only to
reform jobs but also to reinvent organizations. It explores how a
fairly simple technology in the private sector--knowledge
management--presents many policy and practical dilemmas in the
public sector. O'Looney shows how IT systems stress existing
organizational cultures. With this as a basis, he gives managers
the practical advice they need to make better IT system choices,
ones that match the current realities of organizational cultures as
well as realistic expectations for performance gains. The book even
outlines key architectural alternatives that public managers must
know about when they embark on the task of building new electronic
public meeting spaces.
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