Public Service Management

1. Public Service Management Mike Durke

2. What is it? • What is management? • What images does the word conjure up for you? • What are the differences and similarities between management, administration and leadership? • What kind of people become managers?

3. Management = making things happen • About doing not theory • About changing behaviour, developing people and working with them, reaching objectives and achieving results (Mullins; p190) • Drucker (1979; p14) “Management is a task. Management is a discipline. But management is also people.”

4. Nature of management Watson TJ (1986) Learnt knowledge and application Born with intuition and personality No-one knows what’s going on Unwritten laws of life, good at winning the game • Science • Art • Magic • Politics

5. Management • “Management is the process of achieving organisational objectives within a changing environment, by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, and working with and through other people.” Naylor J (2004) Management 2nd Edition. Financial Times, Pitman Publishing

6. Management • A fundamental difficulty is that individual and organisational objectives differ Drummond (2000) Introduction to Organisational Behaviour. OUP. • “Management is not homogenous. It takes place in different ways and at different levels of the organisation.” Mullins (2005; p196)

7. Management and Administration • Terms do overlap but management tends to be seen as a general descriptive label and administration as the implementation of systems and procedures instigated by management • “Management is viewed as applying to both private and public sector organisations; and administration is interpreted as part of the management process.” Mullins (2005; p194)

8. Management “Management is the process of achieving organisational objectives, within a changing environment , by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, and working with and through other people.” Naylor J (2004) Management, 2nd edition. Financial Times Pitman Publishing; p7

9. Management A fundamental difficulty is that individual and organisational objectives differ Drummond (2000) Intro to Organisational Behaviour. OUP. “Management is not homogenous. It takes place in different ways and at different levels of the organisation.” Mullins (2005; p196)

10. Principles of Management Henri Fayol’s definition of management: “To forecast and plan, to organise, to command, to co-ordinate and to control.” 5 Elements: Plan, Organise, Command, Co-ordinate, Control

11. Fayol’s Principles of Management 14 of them: • Division of work – more work same effort • Authority and responsibility – positions of authority come with responsibility • Discipline – order with penalties • Unity of command – one line manager, otherwise authority is undermined and discipline, order and stability threatened. • Unity of direction – one head, one plan for any group of activities with the same objective • Subordination of individual interest to general interest – the organisation comes first

12. Fayol’s Principles of Management 7. Remuneration of personnel – keep employer and employee happy where possible. 8. Centralisation – always present. Question of proportion 9. Scalar chain – chair of superiors, line management system 10. Order – material order avoids loss (stock control, inventories), social order puts all staff in a specific place 11. Equity – fairness and equality at all levels 12. Stability of tenure of personnel – good support, efficient HRM 13. Initiative – source of strength for the organisation but must keep respect for authority and discipline 14. Esprit de corps – harmony and unity, morale, goodwill

13. 10 ‘New’ PrinciplesMoorcroft R (2000) Managing in the 21st Century. The British Journal of Administrative Management. January/ February. P 10

14. The Nature of Leadership Vroom RH and Deci EL (1992) Management and Motivation. Penguin Marked difference between 2 apparently matched employees – Why? Competence not enough to ensure high performance – Motivation is needed.

15. The Nature of Leadership Leadership is a relationship through which one person influences another Interpersonal influence directed towards outer world goals (Mullins) Leaders and managers are very different – in motivation and personal history and in the way they think and act. (Zaleznik 1977 Managers and Leaders … Harvard Bus Rev)

16. The Nature of Leadership Administrators – carry out policies. Not influential, but concerned with implementation Managers – concerned primarily with efficiency and doing things the right way. They design systems. Seek changes when there is overwhelming evidence that things are not working Leaders are primarily concerned with doing the right things. They clarify vision, purpose and direction. Creative and receptive to change. Doherty & Horne (2002; p206) Managing Public Services. Routledge

17. The Nature of Leadership 7 Eras of Leadership • Personality – implies they are born not made • Influence – power to dominate others • Behavioural – patterns. Consideration (trust, respect and rapport) and structures. • Contingency – situational factors • Transactional – between leader and subordinates • Cultural – symbolic - performance of little consequence • Transformational – proactive, radical, new ideas