‘Lean’ in the UK Civil Service: from the theory of improvement to the varied realities of costs cutting
With major cuts in public spending, the UK Civil Service has increasingly used ‘lean’ as a means of organizational restructuring. Two large central government departments used a variety of ‘lean’ techniques and tools to improve the efficiency of the workforce. Departmental management supported the u...
Enregistré dans:
| Dans: | URI:https://journals.openedition.org/nrt, |
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| Auteur principal: | |
| Format: | Article ou chapitre numérique |
| Langue: | Anglais |
| Publié: |
La Nouvelle Revue du Travail
2017
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| Accès en ligne: | Accès Université d'Orléans et IFPM Accès Université d'Orléans et IFPM |