View
218
Download
0
Category
Preview:
Citation preview
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
1/50
MANAGEMENT REFORM INITIATIVES:
STRATEGIES FOR THE PUBLIC SERVICE
AND THE PUBLIC SECTOR
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
2/50
THEMES
Introduction to general management
Planning
Organizing Leading
Control
Strategic management Project management
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
3/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
4/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
5/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
6/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
7/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
8/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
9/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
10/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
11/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
12/50
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?
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
13/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
14/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
15/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
16/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
17/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
18/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
19/50
Developing plans
Distinguish between 2 types of plans:
Position plans
Enterprise/organization plans
The plans are related
Position plans form the basis for organizationplans
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
20/50
Integrated Planning
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
21/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
22/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
23/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
24/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
25/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
26/50
Work analysis
Workassociatedwith position
Management
work
Technical
work
Planning
Organizing
Leading
Control
Marketing
Finance
Purchasing
Engineering
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
27/50
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.
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
28/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
29/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
30/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
31/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
32/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
33/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
34/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
35/50
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
36/50
(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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
37/50
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,
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
38/50
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)
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
39/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
40/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
41/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
42/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
43/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
44/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
45/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
46/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
47/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
48/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
49/50
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
7/29/2019 Management Reform Initiatives in the Public Service and the Public Sector
50/50
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
Recommended