FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W202335482> ?p ?o ?g. }

• W202335482 abstract "There has been an increasing trend in the review of public sector bodies over the last decade. The reviews have been conducted by a variety of bodies - internal to the department, external to the department, internal to the public service and external to the public service. Understanding the 'frames of reference' or 'conceptual lenses' through which different types of review bodies view organisational problems is particularly important. In assessing the impact of such reviews it is important to recognise the extent to which the experience, beliefs and values of the members of a review team colour the way they see a problem and the choice of solution proposed. In detennining whether to choose a review by an internal or external body, governments need to be aware of the 'conceptual lenses' employed by different bodies so as to make an informed choice as to the 'best' body to conduct the review. If it can be demonstrated that there are internally consistent frames of reference employed by groups but multiple frames of reference depending upon the particular profession or sector from which the review group is drawn, it demonstrates that composition and methodology could have a significant impact upon the outcome. Further, past decisions and solutions can be more easily explained if there is a detailed understanding of the particular perspective brought to bear on a problem. In order to demonstrate that what you see depends on where you stand two reviews of the Office of the Director of Prosecutions in Queensland are examined. In terms of organisational structure, the recommendations of the review teams are quite different. The difference in solutions to problem is then examined to determine whether it could be caused by differing tenns of reference or differing composition of the review teams, bringing different frames of reference. After analysis of the reports of the two reviews, it is suggested that the different tenns of reference is not a plausible factor in explaining the different solutions proposed by the teams. The more likely explanation is that the composition of the review team has influenced the perception of the problem and the proposed solution. An understanding of the way in which the 'conceptual lenses' through which an organisation is seen can affect the framing of the problem and the solution, and of the manner in which particular frames of reference may be associated with different organisations or professions, leads to the conclusion that the ideal approach to identifying and solving problems is a multidisciplinary one. In the context of organisational reviews in the public sector, teams comprising public and private sector members, external and internal to the organisation and its environment who are brought together for the purpose of a specific review is likely to provide a view of the organisation and its problems from all angles." @default.
• W202335482 created "2016-06-24" @default.
• W202335482 creator A5010627180 @default.
• W202335482 date "1994-01-01" @default.
• W202335482 modified "2023-09-24" @default.
• W202335482 title "The Impact of Frames of Reference on Organisational Review: a Tale of Two Reviews" @default.
• W202335482 hasPublicationYear "1994" @default.
• W202335482 type Work @default.
• W202335482 sameAs 202335482 @default.
• W202335482 citedByCount "0" @default.
• W202335482 crossrefType "journal-article" @default.
• W202335482 hasAuthorship W202335482A5010627180 @default.
• W202335482 hasConcept C10138342 @default.
• W202335482 hasConcept C12713177 @default.
• W202335482 hasConcept C136197465 @default.
• W202335482 hasConcept C144024400 @default.
• W202335482 hasConcept C144133560 @default.
• W202335482 hasConcept C147859227 @default.
• W202335482 hasConcept C154945302 @default.
• W202335482 hasConcept C162853370 @default.
• W202335482 hasConcept C17744445 @default.
• W202335482 hasConcept C182306322 @default.
• W202335482 hasConcept C186528591 @default.
• W202335482 hasConcept C199539241 @default.
• W202335482 hasConcept C2780110086 @default.
• W202335482 hasConcept C2780378061 @default.
• W202335482 hasConcept C39549134 @default.
• W202335482 hasConcept C41008148 @default.
• W202335482 hasConceptScore W202335482C10138342 @default.
• W202335482 hasConceptScore W202335482C12713177 @default.
• W202335482 hasConceptScore W202335482C136197465 @default.
• W202335482 hasConceptScore W202335482C144024400 @default.
• W202335482 hasConceptScore W202335482C144133560 @default.
• W202335482 hasConceptScore W202335482C147859227 @default.
• W202335482 hasConceptScore W202335482C154945302 @default.
• W202335482 hasConceptScore W202335482C162853370 @default.
• W202335482 hasConceptScore W202335482C17744445 @default.
• W202335482 hasConceptScore W202335482C182306322 @default.
• W202335482 hasConceptScore W202335482C186528591 @default.
• W202335482 hasConceptScore W202335482C199539241 @default.
• W202335482 hasConceptScore W202335482C2780110086 @default.
• W202335482 hasConceptScore W202335482C2780378061 @default.
• W202335482 hasConceptScore W202335482C39549134 @default.
• W202335482 hasConceptScore W202335482C41008148 @default.
• W202335482 hasLocation W2023354821 @default.
• W202335482 hasOpenAccess W202335482 @default.
• W202335482 hasPrimaryLocation W2023354821 @default.
• W202335482 hasRelatedWork W107759076 @default.
• W202335482 hasRelatedWork W1863257502 @default.
• W202335482 hasRelatedWork W195444790 @default.
• W202335482 hasRelatedWork W1958502707 @default.
• W202335482 hasRelatedWork W2105461369 @default.
• W202335482 hasRelatedWork W2106081600 @default.
• W202335482 hasRelatedWork W2134098917 @default.
• W202335482 hasRelatedWork W2164765324 @default.
• W202335482 hasRelatedWork W2343210575 @default.
• W202335482 hasRelatedWork W274944605 @default.
• W202335482 hasRelatedWork W2891500612 @default.
• W202335482 hasRelatedWork W2949490098 @default.
• W202335482 hasRelatedWork W2949988082 @default.
• W202335482 hasRelatedWork W2989591389 @default.
• W202335482 hasRelatedWork W3080121443 @default.
• W202335482 hasRelatedWork W3125953709 @default.
• W202335482 hasRelatedWork W588353129 @default.
• W202335482 hasRelatedWork W623465466 @default.
• W202335482 hasRelatedWork W768539001 @default.
• W202335482 hasRelatedWork W2648389826 @default.
• W202335482 isParatext "false" @default.
• W202335482 isRetracted "false" @default.
• W202335482 magId "202335482" @default.
• W202335482 workType "article" @default.