Slide 1:MANAGEMENT REFORM INITIATIVES: STRATEGIES FOR THE PUBLIC SERVICE AND THE PUBLIC SECTOR


THEMES :2 THEMES Introduction to general management Planning Organizing Leading Control Strategic management Project management


OUTCOMES :3 OUTCOMES Upon 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


Slide 4:4 Understand and apply the four fundamental management tasks Develop the general and functional / technical management parts of a position charter Understand the basic process of strategic planning Understand the basic elements of project management Identify and discuss the different types of management as applied in the Public Service Identify and discuss some contemporary management challenges facing managers in the Public Service


To Start … :5 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 Reform STRATEGIC MANAGEMENT Reform PROJECT MANAGEMENT Reform


Introduction :6 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


Scope of Management :7 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


Levels of management :8 Levels of management Provide strategic direction for the organization. Monitor the external environment Supervise first-line managers. Link between top management and first-line managers. Translate strategy into action / operations. Supervise individuals who are directly responsible for producing the organization’s product / service. Top manage- ment Middle management First-line management Operational employees


The Linking Concept :9 The Linking Concept Managers serve to link the organization together (horizontally and vertically) Five -directional management Linking pins


Hierarchy of work :10 Hierarchy of work Top Management Middle Management First-line management Why is this a problem? The Ideal The Empirical


Managerial roles :11 Managerial roles Henry Mintzberg’s Managerial Roles Top managers spend their time as follows: 59 % on scheduled meetings 22 % at their desks 10 % on unscheduled meetings 6 % on telephone calls 3 % on inspecting facilities


Basic tasks of management :12 Basic tasks of management Which task is most important? (“first among equals”) Order between tasks?


Competencies :13 Competencies Management Competencies for the 21st Century The strategist The great communicator The team player The technology / information master The problem solver The foreign ambassador The change maker The self-manager


Planning :14 Planning Planning is the work managers do to determine objectives and a course of action Forecasting Developing objectives Developing plans Developing policies and procedures


Forecasting :15 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…


Developing objectives :16 Developing objectives Objectives… Should be measurable and be accompanied by standards The work managers perform to determine the results to be achieved Standard: established criterion of performance


Slide 17:17 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 and horizontal) Must be accepted Standard: established criterion of performance Objectives...


Objectives and time-frames :18 Objectives and time-frames Long-term or strategic planning Medium-term or functional planning Short-term or tactical planning Time-frames of different kinds of plans


Developing plans :19 Developing plans Distinguish between 2 types of plans: Position plans Enterprise/organization plans The plans are related Position plans form the basis for organization plans


Integrated Planning :20 Integrated Planning


Position planning :21 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 standards of a position Blueprint for a specific position


Position charter :22 Position charter Should be negotiated and requires 360° understanding and acceptance Forms the basis for performance management Should be revised/confirmed annually Standardized format useful Position charters should cascade down No overlaps or gaps


Position planning process :23 Position planning process Commitment analysis Key objective Key standards Work analysis Critical objectives Critical standards Programs Schedules Budgets Specific objectives Specific standards Need/gap analysis Next higher level position charter and objectives PERFORMANCE MANAGEMENT


Position charter :24 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


Slide 25:25 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 Position charter...


Work analysis :26 Work analysis Work associated with position Management work Technical work Planning Organizing Leading Control Marketing Finance Purchasing Engineering …


Critical objectives :27 Critical objectives Develop a critical objective (C.O.) for each category of work State the objective as a direct continuing outcome of the work Develop standards for each C.O.: describe the condition that will exist when the objective has been met.


Action plans :28 Action plans Need / gap analysis: difference between desired and actual performance / condition Identify ad develop specific objectives and standards: measurable, time-limited Develop action plans: program steps, schedule, budget, … (a project!) Prioritize; allocate resources, responsibility


Policies, procedures, rules :29 Policies, procedures, rules Form a standing plan Prevents reinventing the wheel and promotes consistency Developing policies… Is the work managers perform to establish standing decisions that apply to recurring questions and problems of concern to the organization as a whole. Developing procedures… Is the work managers perform to standardize the work that must be done uniformly. Developing rules… Is the work managers perform to provide detailed and specific regulations for action


Organizing :30 Organizing “Structure follows strategy” Management work Applying 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 by people Organizing work Arranging and relating work Developing organization structure Delegating Developing relationships


Organization structure :31 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 structure… Is the work managers perform to identify and group the work to be done so that it can be accomplished effectively by people


Delegating :32 Delegating One of the most difficult aspects of management: believe others can also 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 TRUST Is the key word here Responsibility Authority Accountability Delegation is the only way to “multiply” your own output TRIANGLE OF DELEGATION


The delegation triangle :33 The delegation triangle Responsibility is the obligation of an employee to perform assigned tasks, for the performance of which the incumbent must answer to a specified person, usually the superior. 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 and assigns you the responsibility for obeying traffic laws. You are then held accountable for your behavior while driving a car.” Can delegate responsibility and authority but not own accountability


How to delegate :34 How to delegate Know what you want to delegate Match the employee to the task Get understanding and acceptance Transfer authority and responsibility and create accountability Require completed work Provide training if required Establish adequate controls Provide a proper climate for delegating: 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


Slide 35:35 Delegation does not mean abdication What are the dangers of not delegating? Quasi-delegation: assigning responsibility without authority ("playing games") - create post office effect Delegating upwards?


(De)centralization :36 (De)centralization Centralization and decentralization of authority are management philosophies of delegation: 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 of decisions 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


Developing relationships :37 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, …


Leading :38 Leading Management work Applying effort through other people Leading work Influencing people to act Leading is the work managers perform to influence people to take effective action Decision making Communicating Motivating (Selecting people) (Developing people)


Leaders and Managers :39 Leaders and Managers Leaders Managers Good managers and leaders Leaders who are not managers Managers who are not leaders Characteristics of natural leaders: Promote personal interests Focus on work, not people Specialize in technical work Centralize decision making Act intuitively Organize around personalities Communicate poorly Control by inspection Characteristics of Management Leadership: Focus on both people and work Specialize in management work Decentralization of authority Logical action Organize rationally Communicate effectively Control by exception Leaders tend to evolve from natural leadership to management leadership


Decision making :40 Decision making The work managers perform to reach the conclusions and judgments necessary for people 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 unclear Complex/unknown preferences Lack of good alternative Complex structure/relationships Decision maker not clearly defined Lack of information


Decision making :41 Decision making A process for decision making: State the apparent problem Seek the facts (consult) Identify the real problem Develop alternative solutions Weigh the alternatives Select the best solution Determine a course of action Communicate and implement Monitor and evaluate results Rational decision making is based on What you can do (alternatives) Your state of information Your preferences Must distinguish between good decisions 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


Communication :42 Communication The work managers perform to create common understanding among people so that they can perform effectively Effective communication is critical for management success: key skill of a manager Process, forms, channels, of communications Barriers to communication Cross-cultural diversity Trust and credibility Information overload Imprecise language Gender differences Time pressures LINE LOSS


Motivating people :43 Motivating people Self-actualization Realizing one’s full potential; creativity; self-development Esteem Self-esteem: use of one’s skills, achievement, confidence, autonomy, independence. Reputation: status, recognition, appreciation by others Affiliation Acceptance by others; association and communication with others; being part of a group Security Protection against threats or unsafe working environment; 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 action Higher levels Lower levels Need-based model: motivation comes from within People act to satisfy real or imagined needs Work environment MASLOW hierarchy of needs requiring fulfillment in the workplace


Motivating people … :44 Motivating people … Motivating factors Achievement Recognition The work itself Responsibility Advancement Hygiene factors Company policy Administration Supervision Salary Working conditions Interpersonal relationships No satisfaction Dissatisfaction Satisfaction No dissatisfaction Hertzberg’s Two-factor model


Controlling :45 Controlling Management work Applying effort through other people Controlling work Assessing, regulating work and results Controlling is the work managers perform to assess and regulate work in progress and to assess results secured


Controlling …. :46 Controlling …. Measure difference between actual and desired performance and take corrective 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 control The greatest potential for control exists at the point where the action takes place Self-control Self-control tends to be the most effective control Control by exception Should concentrate controlling effort on work not progressing according to plan


Strategic Management in the Public Sector :47 Strategic Management in the Public Sector Part of general management Often focus only on strategic planning rather than strategic management (ethics) Long-term high-level perspective Strategic management is defined as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve an organization’s objectives


Slide 48:48 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


Project Management :49 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 specified in 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


Project Management … :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