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Chapter 3

Chapter 3. Managing Public Organizations. The Functions of Management. The functions of public management include: 1) Planning 2) Organizing 3)Staffing 4) Directing 5) Coordinating, and 6) Budgeting. 1) Planning:

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Chapter 3

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  1. Chapter 3 Managing Public Organizations

  2. The Functions of Management • The functions of public management include: 1) Planning 2) Organizing 3)Staffing 4) Directing 5) Coordinating, and 6) Budgeting.

  3. 1) Planning: • involves preparing yourself and your organization to move effectively into the future • Some managers make plans for the entire organization, others make plans for the units they directly supervise. 2) Organizing: • Refers to many different activities, including division of the organization into different departments, creating levels in the organization’s hierarchy, and deciding who reports to whom

  4. 3) Staffing : • is the process of acquiring, training, and developing the personnel to conduct the organization’s activities. 4) Directing : • is often the most dynamic and most visible management function • It includes three critical management activities; leading, motivating, and changing things when necessary.

  5. 5) Coordinating: • Coordinating involves special skills in problem solving how to make things work but also involves skills in communicating and negotiating. 6) Budgeting: • involves managing the organizations resources, especially financial • Budgeting involves securing, planning for, and a managing the organization’s funds.

  6. Strategic Planning: • Strategic planning helps an organization match its objectives and capabilities to the anticipated demands of the environment to produce a plan of action that will ensure achievement of objectives.

  7. Strategic planning versus long range planning : • We can differentiate strategic planning from long-range planning activities in several ways. 1) Long-range planning primarily concerns establishing goals or performance objectives over a period of time. • Strategic planning implies that a series of action steps will be developed as part of the planning process and these steps will guide the organization’s activities in the immediate future.

  8. Strategic planning differs from long-range planning is its special attention to environmental complexity. • Strategic planning, especially in the public sector, is a process that must involve many individuals at many levels

  9. Strategic planning in public organizations: • Public organizations undertake strategic planning efforts for many reasons: • To give clarity and direction to the organization, (2)To choose from among competing goals and activities, (3) To cope with expected shifts in the environment, (4)To bring together the thoughts and ideas of all participants in the work of the organization.

  10. Steps in Strategic Planning 1. Statement of mission 2.Environmental analysis 3.Strengths and weakness 4.Values of organizational Leaders 5.Development of alternative strategies

  11. 1) Mission or Objectives: • mission statement provides an identity for the organization, as well as a guideline for future decisions and a standard against which to measure specific actions. 2) Environmental Analysis: • After developing a mission statement, the planning group should move to an analysis of the environment within which the organization operates. • Legal and political considerations. • Social and cultural trends • Economic circumstances. • Technological developments

  12. 3) Strengths and Weaknesses • the planning group can turn its attention toward assessing the organization’s existing capabilities its strengths and weaknesses. • financial resources • human resources • the operation of both technical and organizational systems 4) Values of Organizational Leaders • A key step in preparing to develop strategic alternatives is to take into account the values, interests, and aspirations of those who will guide the organization into the future

  13. 5) Development of Alternative Strategies • At this point, the planning group can move to formulate alternative strategies • one useful way to proceed is to draw up alternative scenarios of the future • indicating what the organization might look like five, ten, or twenty years into the future.

  14. Principles for structuring Large organizations • There are four main principles for structuring large organizations. 1. Coordination through unity of command 2.The scalar principle 3.The functional principle 4.The relationship between line and staff

  15. 1. Coordination through unity of command : • In this structure, each person would have only one boss, and each boss would have a limited span of control 2. The scalar principle: • It describes the vertical division of labor among various organizational levels 3. The functional principle: • It describes a horizontal division of labor. (in military terms, the difference between Marines and Air Force would be a functional difference).

  16. 4) The relationship between line and staff : • where line offices representing’ the direct flow of authority • staff offices such as personnel or finance, available to advise the chief executive, but not exercising direct authority over line offices.

  17. Organizational Design • The traditional organization chart expresses both the division of labor within an organization and the structure of command or control. • There are several ways to divide work • Among these were. (1) purpose. (2) Process, (3) Persons or Things, or (4) Place

  18. Process Charting: • Process charting is most useful where a considerable number of clerical or nonprofessional employees perform the same general classes of work and follow the same general sequence of operating steps

  19. System Analysis: • Any such system receives inputsfrom its environment, and then translates these through some sort of conversion processinto outputsthat are retuned to the environment. • These outputs in turn affect future inputs to the system through feedback loop.

  20. Reengineering • The core tenet of reengineering centers on redesigning work processes and organizational structures to be in line with agency outcomes. • Through this technique, they attempt to make public organizations more flexible and capable of responding to the dynamic conditions in contemporary society.

  21. Organizational Culture, Organizational Learning, and Strategic Management: • organizational culture can be defined as “the basic pattern of attitudes, beliefs and values that underlie the organization’s operations”. • It can be manifested in many ways , including,

  22. 1. Observed behavioral regularities when people interact: • The language they use, the customs and traditions that evolve, and the rituals they employ in a wide variety of situations. 2.Group norms: • The implicit standards and values that evolve in working groups 3. Espoused values: • The articulated, publicly announced principles and values that the group claims to be trying to achieve.

  23. 4. Formal philosophy: • The broad policies and ideological principles that guide a group’s actions toward stockholders, employees, customers, and other stakeholders. 5. Rules of the game: • Implicit rules for getting along in the organizations and “the ropes” that a newcomer must learn to be an accepted member 6. Climate: • The feeling that is conveyed in a group by the physical layout and the way in which members of the organization interact with each other.

  24. 7. Embodied skills: • The special competencies group members display in accomplishing certain tasks 8.Habits of thinking, mental models, and/or linguisticparadigms: • The shared cognitive frames that guide the perceptions, thought, and language used by the members of a group 9. Shared meanings. • The emergent understandings that are created by group members as they interact with each other.

  25. 10. Integrating symbols • The ideas, feelings, and images groups develop to characterize themselves

  26. Building Learning Organizations : • Five elements contribute to building a learning organization. Those elements are: 1. Personal Mastery: • A discipline that connects individual learning, personal skills, and spiritual growth with organizational learning. 2. Mental models: • A discipline that links the way in which we view the world and our assumptions about “how things work” with innovation and learning

  27. 3.Shared Vision: • A discipline in which an image or idea becomes transformed into a powerful force that is shared throughout the organization or group. 4. Team Learning: • Reflects the capacity of a group of individuals to engage their respective energies into an integrated team. 5.Systems Thinking: • A discipline that shows how human action represents a systemic, interrelated set of events.

  28. Criteria to Define excellence • USA adopted eight criteria to define ‘excellence in local government. • Action orientation-- excellent governments identify problems and deal with them quickly. 2. Closeness to citizens-- Excellent local governments listen and are sensitive and to public input. 3. Autonomy and entrepreneurship– developing climates conducive to conceiving ideas and doing new things to solve problems.

  29. 4. Employee orientation-- intensive, pervasive treatment of em­ployees as human beings and adults. 5. Values- Defined set of values 6. Mission, goals, and competence-- Excellent local governments have evaluated their missions based on changing resource levels and citizen demands.

  30. 7. Structure: • In excellent local governments, bureaucratic structures have been minimized. • Organizations have fewer management levels and fewer centralized support staffs 8. Political Relationships : • In excellent local governments, managers and policy makers are tuned in to the political environment

  31. Approaches to Public Management 1)A commitment to values 2) Serving the public 3)Empowerment and shared leadership 4) Pragmatic style 5) A dedication to public service

  32. 1)A commitment to values: • The manager seeks organizational change by developing a pervasive commitment to the mission and values of the organization. 2) Serving the public: • The manager gives priority to service to both clients and citizens • that priority is supported by high standards of performance and accountability

  33. 3)Empowerment and shared leadership: • The manager encourages a high level of participation of all members of the organization to improve the quality and productivity of the organization. 4) Pragmatic style: • Change occurs through a free flowing process • the manager pursues a wide variety of unexpected opportunities to move the organization in the desired direction.

  34. 5) A dedication to public service: • Individuals throughout the organization understand and appreciate the special character of public service

  35. Total Quality Management in Public Organizations: • TQM is a broad-scale approach to changing an organization’s entire culture to focus it on establishing and maintaining high standards of quality, especially with respect to meeting “customer” expectations

  36. TQM involves bringing together everyone in the organization in a manner that creates a new “culture of excellence that emphasizes: 1. Top management leadership and support 2. Strategic planning and implementation geared to long-term success 3. Focus on the customer 4. Commitment to training and recognition 5. Employee empowerment and teamwork 6. Reliance on measurement and analysis of process and outputs quality assurance.

  37. End Of Chapter Three

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