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Systems Thinking for Public Services: Adopting Manufacturing Management Principles

In: Systems Thinking: From Heresy to Practice

Author

Listed:
  • Ayham Jaaron
  • Chris Backhouse

Abstract

A management thinking shift has recently been noticed in public services to adopt manufacturing improvement paradigms in their attempt to face economical and operational challenges. This chapter investigates the utilization of systems thinking in public service operations for potential added value. A case study of systems thinking implementation at a UK city council help desk was carried out using in- depth interviews with key personnel coupled with observations and document evaluation. The Organisational Commitment Questionnaire (OCQ) was administered among frontline employees. Results show that systems thinking could create significant added value to the business and to the working place. In addition, a strong relationship was demonstrated between the systems thinking implementation and the affective commitment level of employees. This chapter is one of a few studies that demonstrate the applicability of manufacturing systems in other settings and that they can generate significant added value for the overall service department.

Suggested Citation

  • Ayham Jaaron & Chris Backhouse, 2011. "Systems Thinking for Public Services: Adopting Manufacturing Management Principles," Palgrave Macmillan Books, in: Keivan Zokaei & John Seddon & Brendan O’Donovan (ed.), Systems Thinking: From Heresy to Practice, chapter 8, pages 147-174, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-29922-1_8
    DOI: 10.1057/9780230299221_8
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    Cited by:

    1. Morteza Nagahi & Niamat Ullah Ibne Hossain & Raed Jaradat & Vidanelage Dayarathna & Chuck Keating & Simon Goerger & Michael Hamilton, 2022. "Classification of individual managers' systems thinking skills based on different organizational ownership structures," Systems Research and Behavioral Science, Wiley Blackwell, vol. 39(2), pages 258-273, March.

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