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Public Sector Reform Conference 2010

Public Sector Reform Conference 2010. Questioning Insight: A Cure For Reglomania. Reglomania. Obsession with strict adherence to written rules, regulations and strategies Reglet Person afflicted with Reglomania. R-Factor or Q-Factor. THE Approach. Clarification

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Public Sector Reform Conference 2010

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  1. Public Sector Reform Conference 2010 Questioning Insight: A Cure For Reglomania

  2. Reglomania Obsession with strict adherence to written rules, regulations and strategies RegletPerson afflictedwith Reglomania Michael Boswell & Associates

  3. R-Factor or Q-Factor Michael Boswell & Associates

  4. THE Approach • Clarification • Indicators – activity and achievement • Strategies • Structures • Control • Leadership • Assessment – problem solved? Michael Boswell & Associates

  5. Reglet Characteristics • Written instructions– Common sense • Accept – Challenge • Narrow minded - Flexible Michael Boswell & Associates

  6. Client Needs • The problem • Initial strategies inappropriate AND‘no need to change’ or • Initial strategies appropriate BUTnot adapted to context • and so • Management becomes defensive • Staff focus on governing rules and regulations • Lack of experimentation • All effort to perfect existing tasks • Reglomania sets in • Client suffers Michael Boswell & Associates

  7. 1 – Clarify Purpose • Clearly identify the client's problem • Do not mistake what you do for why you do it • Concentrate on accountability • Consider resource allocation implications Michael Boswell & Associates

  8. 2 - Outcome and Task Indicators • Performance • extent to which the client's problem is solved • must be related to the ‘client’ in the mission • must help accountability • must be capable of being evaluated • are not workload indicators • Activity • use standard measurement categories of time, cost, input/ output, quality Michael Boswell & Associates

  9. Performance Indicators Michael Boswell & Associates

  10. 3 – Relevant Strategies Michael Boswell & Associates

  11. 4 - Structure • Align organisation and program structure • Provide proper delegations • Regional does not always deliver grass roots involvement • Link program development with operations • Formalise organisational integration • Question traditional HR practices • Question second guess structures Michael Boswell & Associates

  12. Structure • Purpose • Liaison • Co-ordination Michael Boswell & Associates

  13. ROCS – broad based decision making Michael Boswell & Associates

  14. 5 – Management Information System • Must contain • monitoring and • evaluation mechanisms. • Separate • outcomes from • tasks • Integrate both and guide strategic thinking • Monitor regularly and evaluate annually • MIS on Senior Executive meeting agenda Michael Boswell & Associates

  15. MIS – Desired Outcomes Michael Boswell & Associates

  16. MIS – Activities/ Tasks Michael Boswell & Associates

  17. 6 - Leadership • At every level • Encourage experimentation. • Be 'up front'. • Know your staff and your organisation. • Subordinates as (critical) friends. • Be aware of opponents' weak points. Michael Boswell & Associates

  18. 7 - Assessment Is the problem solved? Michael Boswell & Associates

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