Management Reform Initiatives in the Public Service and the Public Sector

7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector

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MANAGEMENT REFORM INITIATIVES:

STRATEGIES FOR THE PUBLIC SERVICE

AND THE PUBLIC SECTOR


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THEMES

Introduction to general management

Planning

Organizing Leading

Control

Strategic management Project management


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OUTCOMESUpon completion of this presentation you should be

able to: Reconfigure the concept of management

Identify and discuss the roles managers play in

the sector Identify and understand the competencies used in

management

Understand the relationship between

General Management Reform

Functional Management Reform

Strategic Management Reform

Project Management Initiatives


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Understand and apply the four fundamentalmanagement tasks

Develop the general and functional /

technical management parts of a positioncharter

Understand the basic process of strategicplanning

Understand the basic elements of projectmanagement

Identify and discuss the different types of

management as applied in the Public Service Identify and discuss some contemporary

management challenges facing managers inthe Public Service


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To Start

All of us are management practitioners

Spend a large portion of time managing

Enormous experience between us Important to do well but not easy

Focus on the BASICS of Publics and Sectors:

GENERAL MANAGEMENT ReformSTRATEGIC MANAGEMENT Reform

PROJECT MANAGEMENT Reform


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Introduction What is management like in the Public Sector?

Effective: pursue appropriate goals Efficient: using fewest resources

Result of effective and efficient management:organizational success

The process of administering and

coordinating resources effectively and

efficiently in an effort to achieve the goals

of the organization

Achieving results through other people


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Scope of Management

Functional managers

Supervise a functional unit

Examples: finance, marketing, production

Typically have expertise in the function

General managers

Responsible for more complex unit

Usually oversee work of functional managers

Broad range of competencies


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Levels of management

Provide strategic directionfor the organization. Monitorthe external environment

Supervise first-linemanagers. Link between topmanagement and first-linemanagers. Translate strategyinto action / operations.

Supervise individuals who

are directly responsible forproducing the organizationsproduct / service.

Operational employees


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The Linking Concept

Managers serve to link the organization

together (horizontally and vertically)

SUPERIOR

SUBORDINATES

OUTSIDERS

PE

ERS

SELF

MANAGE-MENT

Five -directional

management

Linking pins


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Hierarchy of work

Top

Management

Middle

Management

First-line

management

STR

ATEG

IC

FUNC

TIONA

L/

TECHNI

CAL

MAN

AGEM

ENT

AND

CONT

ROL

TECHNI

CAL/

OPERA

TION

AL

CONTRO

L

FUNC

TIONA

L/

TECHNI

CAL

MAN

AGEM

ENT

AND

CONT

ROL

TECHNI

CAL/

OPERA

TION

AL

CONTRO

L

Why is this a problem

The Ideal The Empirical


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Managerial roles

Henry Mintzbergs Managerial Roles

InterpersonalRoles

FigureheadLeader

LiaisonInformationalRolesMonitor

DisseminatorSpokesperson

DecisionalRoles

EntrepreneurDisturbance

handlerResource allocator

Negotiator

Top managers spendtheir time as follows:59 % on scheduled

meetings

22 % at their desks

10 % on unscheduled

meetings

6 % on telephone calls

3 % on inspecting facilities


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Basic tasks of management

Planning workPredetermining

courses of action

Organizing workArranging and

relating work

Leading workInfluencing jpeople

to act

Controlling workAssessing, regulating

work and results

Management work

Applying effortthrough other people

Which task is most important? (firstamong equals)Order between tasks?


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Competencies

Management Competencies for the 21st Century

The strategist

The great communicatorThe team player

The technology / information master

The problem solverThe foreign ambassador

The change maker

The self-manager


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Planning

If you aim atnothing you willhit every time

Management workApplying effort

through other people

Planning work

Predetermining

courses of action

Planning is the work

managers do to

determine objectives

and a course of actio

ForecastingDeveloping objectivesDeveloping plansDeveloping policies and procedures


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Forecasting

Forecasting is the work managers perform to

predict and estimate future conditions and

events and the needs and opportunities

associated with them.

Depends on industry, environment, degree of

uncertainty


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Developing objectives

Objectives

Should be measurable

and be accompaniedby standards

The work managersperform to determinethe results to beachievedTOP

MIDDLE

LOWER

Mission

And long-

Term goals

Functional ordepartmental

objectives

Operational

objectives

Objectives at differentlevels

Standard: established criterion of performance


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Derive from next higher level

Provide guidance and unanimity

Facilitate planning

Inspire and motivate staff

Provide a means of control Must be allocated (responsibility)

Should be set consistently (vertical andhorizontal)

Must be accepted

Standard: established criterion of performance


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Objectives and time-frames

TOPMIDDLE

LOWER

Mission

And long-

Term goals

Functional or

departmental

objectives

Operationalobjectives

Objectives at differentlevels

Long-term

or strategic

planning

Medium-termor functional

planning

Short-term

or tactical

planning

Time-frames of

different kinds of plans


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Developing plans

Distinguish between 2 types of plans:

Position plans

Enterprise/organization plans

The plans are related

Position plans form the basis for organizationplans


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Integrated Planning


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Position planning

Position planning consists of

Position charter (on-going)

Action plans (time-limited)

Key management tool

Position Charter

A formal statement of the overall continuing

commitments, accountabilities and standardsof a position

Blueprint

for a

specific

position


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Position charter

Should be negotiated and requires 360

understanding and acceptance

Forms the basis for performancemanagement

Should be revised/confirmed annually

Standardized format useful

Position charters should cascade down

No overlaps or gaps


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Position planning process

Commitment

analysis

Key

objective

Key

standards

Work

analysis

Critical

objectives

Critical

standards

Programs

Schedules

Budgets

Specific

objectives

Specific

standards

Need/gapanalysis

Nexthigher

level

position

charter

and

objectives

PERFOR

MANCE

MANAGEMEN

T


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Position charter

Commitment analysis: identification and

examination of primary obligations and

stakeholders Key objective: derived from commitment

analysis concise description of

purpose/mission of a particular position Key objective for unit same as that of the

manager


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Key standards: The vital

signs of performance dashboard of key indicators of success

Work analysis: Required to derive critical

objectives from key objective

Identify primary categories of work

associated with position


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Work analysis

Workassociatedwith position

Management

work

Technical

work

Planning

Organizing

Leading

Control

Marketing

Finance

Purchasing

Engineering


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Critical objectives

Develop a critical objective

(C.O.) for each category of work

State the objective as a direct continuingoutcome of the work

Develop standards for each C.O.: describe the

condition that will exist when the objective

has been met.


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Action plans

Need / gap analysis: difference betweendesired and actual performance / condition

Identify ad develop specific objectives andstandards: measurable, time-limited

Develop action plans: program steps,schedule, budget, (a project!)

Prioritize; allocate resources, responsibility


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Policies, procedures, rules

Form a standing plan

Prevents reinventing the wheel and promotes

consistency

Developing policiesIs the work managers perform to

establish standing decisions that

apply to recurring questions andproblems of concern to the

organization as a whole.

Developing proceduresIs the work managers perform to

standardize the work that must

be done uniformly.Developing rulesIs the work managers perform to

provide detailed and specific

regulations for action


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Organizing

Structure follows

strategy Management workApplying effort

through other

people

Organizing is the work

managers perform to

arrange and relate the work

to be done so it can be

performed effectively bypeople

Organizing workArranging and

relating work

Developing organization structure

Delegating

Developing relationships


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Organization structure

Considerations: division of work, grouping of

work, span of control, levels

Types of structure: functional, product, matrix,network

Split groupings tend to force

supervision to the next higher level

Developing organization structureIs the work managers perform to

identify and group the work to be

done so that it can be accomplished

effectively by people


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Delegating

One of the mostdifficult aspects of

management:

believe others canalso produce good

work, not only you!

Delegating Is the work managers perform to

entrust responsibility and authority to

others and to create accountability

for results

Is the key word here

Responsibility

Authority Accountability

Delegation is the only way to multiply your own output

TRIANGLE OF

DELEGATION


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The delegation triangle

Responsibility is the obligationof an employee to perform

assigned tasks, for the

performance of which the

incumbent must answer to a

specified person, usually thesuperior.

Accountability is the obligation

to carry out delegated

responsibility and authority in

terms of established performance

standards and accept credit or

blame for work.

Authority is the formal right of an

employee to marshal the

resources and make the

decisions necessary to fulfill his or

her responsibilities.

The state grants you the

authority to drive a car andassigns you the responsibilityfor obeying traffic laws. You are

then heldaccountable for yourbehavior while driving a car.

Can delegate responsibility and authority but notown accountabilit


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How to delegate1. Know what you want to

delegate2. Match the employee to the

task

3. Get understanding andacceptance

4. Transfer authority andresponsibility and createaccountability

5. Require completed work

6. Provide training if required7. Establish adequate controls

8. Provide a proper climate fordelegating: trust, confidence

Excuses for not delegating

I can do it better

Employees are too busy

Employees will become

better skilled and will steal my

job My reputation is at stake

A mistake by an employee

can be costly

I give up power and control

when delegating work

It is too much work to

delegate properly


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(De)centralization Centralization and decentralization of

authority are management philosophies ofdelegation: where decisions are made

Factors affecting

(de)centralization:

Cost attached to the decision

Requirement for consistency

Organization culture/personalities

Availability of capable managers

Control mechanisms

Environmental influences

Size of organization: volume ofdecisions

Advantages of decentralization

Frees up top management

Develops lower levels of

management

Decisions made where info is

available

Fosters an achievement

atmosphere

Creates ownership for decisions at

lower levels

Improves speed of decision making


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Developing

relationships The work managers perform to establish the

conditions necessary for the cooperative

efforts of people

Value chain: cooperative effort of creating

value for the client

Process design and work flow: tools

Work groups, committees,


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Leading

Management work

Applying effort

through other people

Leading work

Influencing people

to act

Leading is the work

managers performto influence people

to take effective

action

Decision making

Communicating

Motivating(Selecting people)

(Developing people)


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Leaders and Managers

Leaders ManagersGood

managers

and

leaders

Leaders

who are

not

managers

Managers

who are

not

leadersCharacteristics ofnatural leaders:

Promote personal interests

Focus on work, not people

Specialize in technical work

Centralize decision makingAct intuitively

Organize around

personalities

Communicate poorly

Control by inspection

Characteristics ofManagement

Leadership:

Focus on both people

and work

Specialize in

management work

Decentralization of

authority

Logical action

Organize rationally

Communicate effectivelyControl by exception

Leaders tend to evolve

from natural leadership to

management leadership


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Decision making

The work managers perform to reach theconclusions and judgments necessary forpeople to act

Everything a manager

does he does through

decision making

Peter Drucker

Why are decisions difficult?

Uncertain variables impacting on outcome

Decision criterion/rationale unclearComplex/unknown preferences

Lack of good alternative

Complex structure/relationships

Decision maker not clearly defined

Lack of information


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Decision making

A process for decision making:1. State the apparent problem

2. Seek the facts (consult)

3. Identify the real problem

4. Develop alternative solutions5. Weigh the alternatives

6. Select the best solution

7. Determine a course of action

8. Communicate and implement

9. Monitor and evaluate results

Rational decision making is based on

What you can do (alternatives)

Your state of information

Your preferences

Must distinguish between gooddecisions and good luck.

By definition, risk-takers often fail. So do morons. In practice,it is difficult to sort them out

Scott Adams, The Dilbert Principle


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Communication

The work managers perform to create commonunderstanding among people so that they can

perform effectively

Effective communication is critical for managementsuccess: key skill of a manager

Process, forms, channels, of communications

Barriers to communicationCross-cultural diversity Trust and credibility

Information overload Imprecise language

Gender differences Time pressures

Motivating people


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Motivating people

Self-actualization

Realizing ones full potential;

creativity; self-development

Esteem

Self-esteem: use of ones skills,

achievement, confidence, autonomy,

independence. Reputation: status,

recognition, appreciation by othersAffiliation

Acceptance by others; association and

communication with others; being part of a group

Security

Protection against threats or unsafe workingenvironment; fair treatment from management, job

security; predictable work environment

Physiological

Good working conditions, basic wage/salary

The work managers

perform to inspire,

encourage and impel

people to take required

actionHigher

levels

Lower

levels

Need-based model:motivation comes from

within

People act to

satisfy real orimagined needs

Work environment

MASLOW hierarchy of needs requiring fulfillment inthe workplace


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Motivating people

Motivating factorsAchievement

Recognition

The work itself

Responsibility

Advancement

Hygiene factorsCompany policy

AdministrationSupervision

Salary

Working conditions

Interpersonal relationships

No satisfaction

Dissatisfaction

Satisfaction

No dissatisfaction

HertzbergsTwo-factormodel


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Controlling

Management workApplying effort through

other people

Controlling workAssessing, regulatingwork and results

Controlling is the workmanagers perform toassess and regulatework in progress and toassess results secured

Developing performance standardsMeasuring performance

Evaluating performanceCorrecting performance


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Controlling . Measure difference between actual

and desired performance and takecorrective action

Standards derive from planning:position charter and action plans

Performance management system:individual and organization level

Regular reporting (Pareto principle)

Deviations should be made visible

Self-control must be encouraged

Point of controlThe greatest potentialfor control exists at the

point where the action

takes place

Self-controlSelf-control tends to be

the most effective

control

Control by exceptionShould concentratecontrolling effort on

work not progressing

according to plan

i i h bli


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Strategic Management in the Public

Sector

Part of general management

Often focus only on strategicplanning

rather than strategic management (ethics)

Long-term high-level perspective

Strategic management is defined as the set ofdecisions and actions that result in the formulationand implementation of plans designed to achievean organizations objectives

Formulate mission and


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Formulate mission and

social responsibility

Assess external

environment

Perform internal

analysis

Analyze strategic options and identify

most desirable strategies

Develop long-term

objectives

Select generic and

grand strategies

Formulate short-

term objectives

Develop functional

tactics

Create policies to

empower action

Restructure, reengineer and refocus the organization

Strategic control and continuous improvement

Strategic

management

model

j


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Project Management Part of general management

A project is a one-time activity with a well-defined set of desired results

Characteristics of projects-single definable purpose, end product or result specifiedin terms of cost, schedule and performance requirements

-Cut across organizational lines

-Uniqueness: never exactly repeated-Unfamiliarity, uncertainty: risk

-Temporary activity: ad hoc organization

-Process: project life cycle


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Project Management

Key features of project management

The project manager

The project team

The project management system: integrative

planning and control

Usually imposed on top of normal organization

Systems and procedures

Management Reform Initiatives in the Public Service and the Public Sector

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