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Plastrik, Peter

Overview
Works: 13 works in 69 publications in 5 languages and 2,278 library holdings
Genres: Abstracts  Conference papers and proceedings 
Roles: Author, Other, Editor
Classifications: JK421, 350
Publication Timeline
Key
Publications about Peter Plastrik
Publications by Peter Plastrik
Most widely held works by Peter Plastrik
Banishing bureaucracy : the five strategies for reinventing government by David Osborne( Book )
35 editions published between 1991 and 2005 in 5 languages and held by 853 libraries worldwide
Respected innovators to come out of state government in the past decade, provide a road map by which reinventors and political thinkers of all persuasions can actually make "reinvention" work. Reinvention is not just another word for reform, nor is it synonymous with downsizing, or privatization, or simply cutting waste and fraud. It is about something much deeper, something tantamount to changing the very "DNA" of public organizations so that they habitually innovate
The reinventor's fieldbook : tools for transforming your government by David Osborne( Book )
7 editions published in 2000 in English and held by 311 libraries worldwide
Obsežno delo s praktičnimi nasveti, vajami in pripomočki za revitalizacijo šol, javnih služb in vladnih organizacij na vseh ravneh je namenjeno predvsem politikom, menedžerjem in zaposlenim, ki se prizadevajo za javne organizacije z visoko storilnostjo, to je preobrazbo javnih sistemov in služb, na podlagi katere bi se izredno povečala njihova učinkovitost, uspešnost, prilagodljivost in zmožnost inovacij. Gre za sistem nenehnega izboljševanja kakovosti, ne da bi bili za to potrebni zunanji pritiski, s tem pa tudi za spremembe glede namena, odgovornosti, motivacije, pooblastil, kulture itd
Connecting to change the world : harnessing the power of networks for social impact by Peter Plastrik( Book )
8 editions published in 2014 in English and held by 147 libraries worldwide
"Something new and important is afoot. Nonprofit and philanthropic organizations are under increasing pressure to do more and to do better to increase and improve productivity with fewer resources. Social entrepreneurs, community-minded leaders, nonprofit organizations, and philanthropists now recognize that to achieve greater impact they must adopt a network-centric approach to solving difficult problems. Building networks of like-minded organizations and people offers them a way to weave together and create strong alliances that get better leverage, performance, and results than any single organization is able to do. While the advantages of such networks are clear, there are few resources that offer easily understandable, field-tested information on how to form and manage social-impact networks. Drawn from the authors' deep experience with more than thirty successful network projects, Connecting to Change the World provides the frameworks, practical advice, case studies, and expert knowledge needed to build better performing networks. Readers will gain greater confidence and ability to anticipate challenges and opportunities. Easily understandable and full of actionable advice, Connecting to Change the World is an informative guide to creating collaborative solutions to tackle the most difficult challenges society faces."
Standard setting as educational reform by Gary Sykes( Book )
4 editions published in 1993 in English and held by 44 libraries worldwide
This paper is an inquiry into standard setting as educational reform, stimulated by the emergence of projects and initiatives engaged in during the development of new standards. The publication is organized into five sections. The first section provides a brief discussion of the idea of a standard together with a definition that indicates the generally pragmatic cast of the paper. Section 2 describes and compares three models of educational reform--the systemic reform model, the professional model, and the reform network model. Each of these employs standard setting as a central and distinctive element. The third section contains a discussion of cross-cutting issues implicated in these models, focusing on normative and conceptual concerns in and the political dimensions and dynamics in standard setting. Section 4 presents a set of strategic approaches and scenarios through which various standard setting initiatives might be joined, thereby providing the firm, consistent guidance sought by policymakers. Section 5 offers some concluding observations that step outside the pragmatic frame to raise alternative perspectives on standard setting. An appendix provides Comer's nine components; guiding principles of the accelerated schools model; and nine common principles of the coalition of essential schools. (Approximately 125 references.) (Ll)
TQM handbook : applying the Baldrige criteria to schools by Joann Neuroth( Book )
1 edition published in 1992 in English and held by 32 libraries worldwide
Zheng fu gai ge shou ce : zhan lüe yu gong ju = The reinventor's fieldbook : tools for transforming your government by David Osborne( Book )
1 edition published in 2004 in Chinese and held by 3 libraries worldwide
Responding to a changing labor market : the challenges for community-based organizations by Peter Plastrik( Book )
2 editions published in 2001 in English and held by 2 libraries worldwide
Changes in the labor market and rising expectations of employers, government, and job seekers are putting enormous pressure on non-profit, community based organizations (CBOs) in the field of work force development. Providing intensive services for hard-to-serve populations costs more than serving clients who are more "job ready," yet increased competition for government contracts is driving down prices. CBOs may have many different looks but they face remarkably similar problems: many simply do not know how to meet the new demands of the labor market for disadvantaged job seekers, and many have limited capacity to do what is needed to become more effective providers in the labor market. To respond to the challenges, CBOs can commit to organizational change; collaborate to learn and gain strength in the marketplace; adopt a "dual customer" approach; find out what employers are looking for--and respond to it; learn what it takes to be an effective work force provider; develop strong ties with human services providers; develop the organization's "cultural competency;" start using data to improve the organization's performance; and initiate dialogue with government officials and other potential partners about ways to help CBOs build capacity to improve their performance. (Ylb)
Systems reform in the Jobs Initiative : lessons from using the framework for labor market systems reform by Peter Plastrik( Book )
2 editions published in 2001 in English and held by 2 libraries worldwide
Since the mid-1990s, job-training and employment programs for low-income people have begun to emphasize not only program development and implementation, but also reform of the "system" of labor market, employers, training providers, and helping agencies. In 1995, the Annie E. Casey Foundation, which launched the Jobs Initiative in 6 metropolitan areas Denver, Milwaukee, New Orleans, Philadelphia, St. Louis, and Seattle developed and promoted the use of a 26-page "framework" for labor market systems reform for the 6 job sites. The framework described these four essential characteristics of labor market systems (labor markets are large, complex and dynamic; change requires transforming the "drivers" or underlying forces that influence people and organizations; use "leverage points" to create, change or strengthen "drivers"; and innovators must identify and mobilize their "assets for change") and suggested strategic initiatives for reform. The framework was woven into an "outcome-based planning model" adopted for the Jobs Initiative. Benefits of using the framework included that it helped sites to be more strategic about how to intervene in the system, to connect jobs projects with broader-scale interventions at the system level, to recognize who in the system they had to influence to generate systemic change, and to recognize potential connections between the labor market and the social services system. Difficulties in using the framework included that it was not always relevant to local conditions and that it was hard to tie systems reform to outcome-based job programs and to determine exactly what outcomes were desirable and how to measure them. (Kc)
Lessons from the life and death of the Virginia Eastern Shore Corporation by Brian Dabson( Book )
1 edition published in 2001 in English and held by 1 library worldwide
The framework for labor market systems reform for Jobs Initiative sites by Peter Plastrik( Book )
1 edition published in 2001 in English and held by 1 library worldwide
The Michigan strategic fund by Peter Plastrik( Article )
in English and held by 1 library worldwide
Changing Labor Markets: A Systems Approach to Reform by Peter Plastrik( Book )
1 edition published in 2003 in English and held by 1 library worldwide
A systems approach to changing labor market performance requires a substantial and enduring commitment to the task of change. A systems reform framework has been developed that is based on a dual-customer approach, with a focus on improving labor market outcomes for both low-income people and their employers. The objective is to change the labor market system so that low-income people find and hold good-paying jobs while employers efficiently find qualified workers to fill vacant jobs. This approach rests upon these four conceptual building blocks: the systemic nature of American labor markets, the drivers of labor market systems, the high-leverage strategies for changing the system's drivers, and a process for starting and sustaining systemic change at the local level. Seven strategies have been identified for changing drivers in labor markets--three that operate mainly on the supply-side of the market (increase public financial resources for upgrading work-related skills; restructure education so that it meets employer and student needs; integrate human services, income supports and workforce development) and four on the demand-side (change workplace practices to support low-income workers; restructure government financial incentives; develop portable credentials; create policy-influencing mechanisms for stakeholders). If labor markets are indeed systems, then the seven strategies provide compelling ways to leverage relatively small changes to big results. (Appendixes include11 references and 4 endnotes.) (Ylb)
 
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Alternative Names
بيتر بلاستريك
プラストリック, ピーター
Languages
English (54)
Spanish (8)
Chinese (4)
Japanese (2)
Russian (1)
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