‘Crossing the species barrier’ Mobility of Management Techniques.

‘‘Crossing the species Crossing the species barrier’barrier’

Mobility of Management Mobility of Management TechniquesTechniques

Learning GoalsLearning Goals

Develop a way of describing Develop a way of describing management techniques management techniques

Develop a comparison between Develop a comparison between public and private organisations public and private organisations and Non Governmental and Non Governmental Organisations (NGOs – Organisations (NGOs – Charities to you and I)Charities to you and I)

ReadingReading

Chapter 21 Organisational Chapter 21 Organisational Change and DevelopmentChange and Development

Selections from RollinsonSelections from Rollinson Chapter 17 Organisational DesignChapter 17 Organisational Design Chapertr18 Organisational ControlChapertr18 Organisational Control Chapter 19 Organisational Culture Chapter 19 Organisational Culture

and climatesand climates Integrating Micro and Macro Integrating Micro and Macro

Levels of organisationLevels of organisation

ExaminationsExaminations

Maximum if a 45 minute Maximum if a 45 minute questionquestion

If you are lucky you will get to If you are lucky you will get to write 1000 words, less probablywrite 1000 words, less probably

Answer the questionAnswer the question Use your thoughtsUse your thoughts

A fundamental issue – why?A fundamental issue – why?

The effectiveness of public The effectiveness of public servicesservices

The expenditure of public fundsThe expenditure of public funds There is never enough to do all There is never enough to do all

that we might wish to dothat we might wish to do NGOs do good works and NGOs do good works and

increasingly fill service gaps that increasingly fill service gaps that the public sector fails to meetthe public sector fails to meet

And……And……

An opportunity for occupational An opportunity for occupational psychology to make a serious psychology to make a serious contribution to a national issue.contribution to a national issue.

And….And….

Its necessary to take a Its necessary to take a professional look at these issues professional look at these issues and remove them from political and remove them from political and ideological considerations and ideological considerations that have distorted consideration that have distorted consideration of these issues for decades in of these issues for decades in the UK. OD specialists have the UK. OD specialists have been missing the point.been missing the point.

Purpose of this type of Purpose of this type of analysisanalysis Generate an even handed Generate an even handed

framework in which questions framework in which questions can be asked, a necessary can be asked, a necessary precursor to a meaningful precursor to a meaningful analysisanalysis

Allow sensible, eclectic but Allow sensible, eclectic but parsimonious planning and parsimonious planning and managementmanagement

Models of investigationModels of investigation

Some dimensions for comparison Some dimensions for comparison - from an organisational - from an organisational perspectiveperspective Stake holdersStake holders ‘‘Source of resource’Source of resource’ ‘‘Optimum’ management styleOptimum’ management style Organisational GoalsOrganisational Goals RegulationRegulation

Cont’Cont’

Financial organisationFinancial organisation Motivational model appliedMotivational model applied Success criteriaSuccess criteria Accountability of managementAccountability of management Application/Applicability of Application/Applicability of

quality systemsquality systems Other funding methodsOther funding methods CultureCulture

StakeholdersStakeholders

Companies - Staff, shareholders, Companies - Staff, shareholders, directors, customers, regulatory directors, customers, regulatory authorities, communityauthorities, community

Public bodies - Staff, Public bodies - Staff, government(s), general public as government(s), general public as taxpayers. General public as taxpayers. General public as recipients, communityrecipients, community

NGOs - Staff, trustees, donors, NGOs - Staff, trustees, donors, beneficiaries.beneficiaries.

QuestionQuestion

What impact do you think What impact do you think different stakeholder profiles has different stakeholder profiles has upon the way each type of upon the way each type of organisation might best be runorganisation might best be run

‘‘Source of finance’Source of finance’

Companies: Shareholders Companies: Shareholders funds, loans, profits.funds, loans, profits.

Public bodies: Central/local Public bodies: Central/local funds, fees for services, fines funds, fees for services, fines and penalties and penalties

NGOs: Fund raising sales, NGOs: Fund raising sales, donations, fees for servicesdonations, fees for services

QuestionQuestion

To what extent do you think that To what extent do you think that different types of financing different types of financing activity might have differing activity might have differing impacts upon first the type of impacts upon first the type of people and the training an people and the training an development they need and development they need and second the way they conduct second the way they conduct themselves in their work. If the themselves in their work. If the match I wrong can it be match I wrong can it be damaging?damaging?

Optimum management style Optimum management style (a stereotypical perception, (a stereotypical perception, naturally)naturally) Companies: Directly focused, Companies: Directly focused,

follows resource.follows resource. Public bodies: Accountable, Public bodies: Accountable,

inclusive, multiple goals.inclusive, multiple goals. NGOs: Accountable, inclusive, NGOs: Accountable, inclusive,

flexible, innovativeflexible, innovative

QuestionQuestion

How well do these different How well do these different styles (same as culture really) styles (same as culture really) mix. Are they suited to different mix. Are they suited to different types of organisation? Do you types of organisation? Do you think they will be think they will be interchangeable? interchangeable?

Organisational GoalsOrganisational Goals

Companies: Profit, return on Companies: Profit, return on investment, sustainability, investment, sustainability, prestige, quality.prestige, quality.

Public bodies: Provision of Public bodies: Provision of services of acceptable quality to services of acceptable quality to meet real/perceived demand and meet real/perceived demand and national strategic needs. Value for national strategic needs. Value for money, meet staff needs, meet money, meet staff needs, meet client needs, sustainable, flexible.client needs, sustainable, flexible.

Cont’Cont’

NGOs: Raise funds, dispense NGOs: Raise funds, dispense largesse, sustainability, do good largesse, sustainability, do good works, provide positive feedback works, provide positive feedback and actualisation to donors.and actualisation to donors.

QuestionQuestion

This is an important question. Are This is an important question. Are management skills generic, or are management skills generic, or are they specific to particular domains they specific to particular domains and types of activity. Does the set of and types of activity. Does the set of skills that might a successful retail skills that might a successful retail executive mean they will be useful in executive mean they will be useful in running a University. Not a simple running a University. Not a simple question. There are no simple question. There are no simple answers either. But asking the answers either. But asking the question is a useful thing to do.question is a useful thing to do.

RegulationRegulation

Companies: Generic bodies Companies: Generic bodies (e.g. HSE), corporate legal (e.g. HSE), corporate legal systems, trade specific bodies. systems, trade specific bodies. IR.IR.

Public bodies generic bodies Public bodies generic bodies (e.g. HSE) Regulators and audit (e.g. HSE) Regulators and audit bodiesbodies

NGOs Generic bodies (e.g. HSE) NGOs Generic bodies (e.g. HSE) Charities commission, IR.Charities commission, IR.

Question?Question?

How do differing regimes of How do differing regimes of regulation effect different types regulation effect different types of organisation, and how does of organisation, and how does the same regime effect different the same regime effect different types of organisation?types of organisation?

Financial organisationFinancial organisation

Companies: Issued capital, Companies: Issued capital, working capital, net realisable working capital, net realisable worth worth

Public bodies: Budgets, targets Public bodies: Budgets, targets and accountabilityand accountability

NGOs: Real time finance. Can NGOs: Real time finance. Can only expend what they have.only expend what they have.

QuestionQuestion

How do these different financial How do these different financial structures impact on the structures impact on the planning behaviour and conduct planning behaviour and conduct of managers and there staff? of managers and there staff?

Motivational model appliedMotivational model applied

Companies: Benefits and Companies: Benefits and rewardsrewards

Public bodies: Vocational Public bodies: Vocational calling, public service.calling, public service.

NGOs: Volunteerism, self NGOs: Volunteerism, self actualisation.actualisation.

QuestionQuestion

How transferable are these How transferable are these motivational models between motivational models between different domains? Do they different domains? Do they represent ‘climate’ in the represent ‘climate’ in the organisation, so setting the organisation, so setting the backdrop to the way in which backdrop to the way in which people conduct themselves at people conduct themselves at work?work?

Success criteriaSuccess criteria

Companies: Meet organisational Companies: Meet organisational goals. Return on investmentgoals. Return on investment

Public bodies: Quality of Public bodies: Quality of servicesservices

NGOs: Relief of, and prevention NGOs: Relief of, and prevention of future discomfortof future discomfort

QuestionQuestion

What difference do these rather What difference do these rather different ‘bottom line’ success different ‘bottom line’ success metrics have upon how the metrics have upon how the rogation runs? Sorry this rogation runs? Sorry this question gets repetitive, but its question gets repetitive, but its important.important.

Accountability of managementAccountability of management

Companies: Shareholders, Companies: Shareholders, Creditors, Other investors.Creditors, Other investors.

Public bodies: Elected bodies, Public bodies: Elected bodies, Quangos, treasury, the public.Quangos, treasury, the public.

NGOs: Donors, Beneficiaries, NGOs: Donors, Beneficiaries, staff, Charities Commission.staff, Charities Commission.

QuestionQuestion

How do the details of an How do the details of an accountability framework effect accountability framework effect decision making and planning?decision making and planning?

Application/Applicability of Application/Applicability of quality systemsquality systems

Companies: TQM/ISO etcCompanies: TQM/ISO etc Public bodies: Performance Public bodies: Performance

targetstargets NGOs: Performance targetsNGOs: Performance targets

QuestionQuestion

In the weird and wonderful world In the weird and wonderful world of quality systems. How do you of quality systems. How do you decide which approach is best, decide which approach is best, implement it successfully and implement it successfully and check that it works? Can you check that it works? Can you have a quality system for your have a quality system for your quality system?quality system?

Other funding methodsOther funding methods

Companies: Rights issues, Companies: Rights issues, debentures etcdebentures etc

Public bodies: PFI, further Public bodies: PFI, further resources, loansresources, loans

NGOs: Special appeals etcNGOs: Special appeals etc

QuestionQuestion

How might the need to obtain How might the need to obtain additional future funding impact additional future funding impact on decision making and on decision making and planning.planning.

Culture?Culture?

Companies: Goal orientedCompanies: Goal oriented Public bodies: Quality orientedPublic bodies: Quality oriented NGOs: Project orientedNGOs: Project oriented

Useful Features of these Useful Features of these dimensionsdimensions

DescriptionDescription DevelopmentDevelopment ChangeChange PlanningPlanning

Other TheoriesOther Theories

CultureCulture Structural modelsStructural models

Customer or StakeholderCustomer or Stakeholder

CustomerCustomer Simple rel’shipSimple rel’ship Mobility of choiceMobility of choice Organisationally Organisationally

disengageddisengaged Over simple Over simple

expectations expectations Same goes for staff Same goes for staff

relationshipsrelationships

StakeholderStakeholder Complex Complex

rel’shiprel’ship Locked in – Locked in –

change is change is difficultdifficult

Organisationally Organisationally engagedengaged

Complex Complex expectationsexpectations

QuestionQuestion

Map out the differences Map out the differences between being a stakeholder between being a stakeholder and a customer in an area of and a customer in an area of your choiceyour choice

Appraisals and staff Appraisals and staff developmentdevelopment

Contracting out T and DContracting out T and D Simplification of T and D to meet Simplification of T and D to meet

performance targetsperformance targets Appraisals – dream turns to Appraisals – dream turns to

nightmarenightmare IIP and appraisals. To much top IIP and appraisals. To much top

down.down.

Privatisation versus public Privatisation versus public ownershipownership

Impact of artificial market on (a) Impact of artificial market on (a) organisational performance and organisational performance and management strategy (Rail, management strategy (Rail, Power) and (b) service quality Power) and (b) service quality (e.g. hospital cleaning.(e.g. hospital cleaning.

Planning horizons shortened in Planning horizons shortened in private scenario. Infrastructure private scenario. Infrastructure becomes neglected.becomes neglected.

PFIPFI

Free lunches don’t exist: The Free lunches don’t exist: The cost of risk: Increase profits by cost of risk: Increase profits by judicious manipulation of judicious manipulation of contract specification (e.g. contract specification (e.g. safety, specification)safety, specification)

Effect on:-Staff morale and Effect on:-Staff morale and perceptions of self and group: perceptions of self and group: Management strategy: General Management strategy: General Budget.Budget.

The impact of the political process The impact of the political process on peoples working lives (and so on peoples working lives (and so organisational effectiveness)organisational effectiveness) Cognitive Biases in policy Cognitive Biases in policy

makingmaking PoliticiansPoliticians Think tanksThink tanks

Time scales Time scales To implementTo implement To recognise success and failureTo recognise success and failure To complete the feedback loopTo complete the feedback loop

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