ORGANIZATIONS FOR THE NEXT CENTURY 2000

1. ORGANIZATIONS FOR THE NEXT CENTURY2000

2. Traditional Thinking • From Citizens about Government and Government funded Organizations

3. Citizen • You can’t fight government • Us against the government • No one in government listens

4. Government and Organizations • Bureaucracy • Dirty Politics • Non-caring • Inefficient

5. Government and Organizations Today • Manages from the top down. • Creates many Laws from incidents. • Rules become more important than good judgement

6. Many organizations are managed from philosophies developed in the industrial era.

7. People Then • Less educated / Dependence on leaders with education to tell us what to do. • Society was more formal. • Speed was slow / Get across the country in 30 days • Parochial

8. Industrial Era • Life was Stable • Linear Sequential Work Process • Mediocre Expectations and Services

9. Industrial Era • One Size Fits All • Local Government and Organizations were Monopolies • Expanding Budgets 1902-1970 / 5.3 +

10. Industrial Era • Collect Money and deliver Services • Centralized bureaucracies • Preoccupation with rules and regulations • Hierarchical chains of command • Country smaller /sluggish

11. People Now • Educated / informed from media • Less formal • Expect speed • Global

12. Information Age • Rapid Change • Networked Process Using Technology • Expectations of Excellence • Customized Services • Competition • Severe Fiscal Constraints

13. Entrepreneur • Shifts economic resources out of an area of lower and into an area of higher productivity and greater yield.

14. Cutting Red Tape • A Shift from a system in which people are accountable for following the rules to a system in which they are accountable for achieving results

15. Putting Customers First • Listen carefully to their Customers using surveys and focus groups. • Use market dynamics - competition and customer choice to create incentives that drive their employees to put customers first.

16. Empowering Employees-for Results • Empowering front line workers to make more of their own decisions and solve more of their own problems. • Embrace labor management cooperation, provide training and other tools for employees for humanizing the workplace.

17. Producing Better Government for Less • Constantly finding ways to make government work better and cost less - reengineering how we do our work and reexamining programs and processes. • Abandon the obsolete, eliminate duplication and end special interest privileges

18. Bureaucracy Find it in statutes, rules, and policies. Authority-based Do things right. Entrepreneurship Find it in mission, vision, strategy, and values. Customer-based Do the Right things Defining Purpose

19. Bureaucracy Adherence to rule and procedure Supervision, audits,hearings,grievances Entrepreneurship Results that customers value Measurement & reporting:intrinsic and extrinsic rewards and penalties;market competition What Matters

20. Bureaucracy Interests of the organization are paramount. Exclusive mandate:monopoly Quality is defined by experts. Entrepreneurship Interests of customers are paramount. Customers have choices; competition Quality defined by customers /experts Work is organized toward

21. Bureaucracy Control is focused on inputs. At the top and through the chain of command. Compliance is focused on enforcement. Entrepreneurship Control is focused on results customers value. Through customer / chain of value Motivating people to comply How it is controlled

22. Bureaucracy Assume people will screw up: build system of controls to prevent them from doing so. Formal hierarchy is important; focus on your job,specialization Entrepreneurship Assume people will perform; empower them to succeed. Flexibility important: focus on big picture Conditions Employees

23. Break into groups Read Worksheet Discuss Control County USA. Report on Group Findings Group Break

24. Five Myths About Government and Organizations, and Why They Have Problems

25. Myths of Public Sector Reform • Liberal Myth is that organizations can be improved by spending more and doing more. Pouring money into a dysfunctional systems does not yield significant results.

26. Myths of Public Sector Reform • The Conservative Myth is that organizations can be improved by spending less and doing less. Withdrawing funds from a dysfunctional system may save money but not improve organizations performance

27. Myths of Public Sector Reform • The Business Myth is that organizations can be improved by running it like a business. While business metaphors and management techniques are often helpful, there is a critical difference between public and private sector realities

28. Myths of Public Sector Reform • The Employee Myth is that public employees could perform just fine if they had enough money. We have to change the way resources are used if we want the results to change • Change the DNA

29. Myths of Public Sector Reform • The People Myth is that organizations can be improved by hiring better people. The problem is not the people; it is the systems in which they are trapped.

30. Ten Habits of Successful Organizations

31. 1.The Catalytic Organizations • Traditional: No clear separation between elected officials / PIC and management. Managers Micro manage • Entrepreneurial Government: • Separate policy decisions (steering) from service delivery (rowing).

32. The Catalytic organizations • Example: Board and Elected Officials determine Quality and Level of Services. Manager determines Quality and level of service • Staff if to determines how to carry it out.

33. 2. Community-Owned Organizations • Traditional:Organization does all / customers become depended on organizations, no control • Entrepreneurial:Community Based, District advisory, surveys.

34. 3. Competitive Organizations • Injecting competition into service delivery. • Competition rewards innovation / monopoly stifles it. • Competition forces monopolies to respond to the needs of the customers

35. Competitive organizations • Competition boosts the pride and morale of public employees • Example: comparing cost of private vs. public for same service or Public Vs. Public • Internal Services: Send it to private instead of public

36. 4. Mission-Driven Organizations • Entrepreneurial organizations :Turns employees free to pursue the organization’s mission with the most effective methods they can find. • Example:Mission-Budgeting, Sunset laws, review commissions

37. 5. Result-Oriented Organizations • Traditional: Focus on inputs but ignores outcomes • Entrepreneurial organizations:Focus on outcomes • Example: Set goals for department funding it based on results. School funding

38. 6. Customer-Driven Organizations • Traditional organizations:Funding does not come from customer satisfaction, one size fits all. • Entrepreneurial organizations :Changes rules to help the needs of the customer. • Example:Surveys,focus groups, electronic mail voting, customer interviews, test marketing.

39. 7. Enterprising Organizations • Traditional: Collect money deliver Services • Entrepreneurial organizations: • Spending money to make money. • Investing in other organizations or products to bring in funding.

40. 8. Anticipatory Organizations • Traditional organizations:Pour money into solving crises. • Entrepreneurial organizations : Spends in order to prevent costly crises. Anticipating the Future. • Example: Fire Prevention, AIDS Awareness, Environmental Protection, At Risk Students

41. 9. Decentralized Organizations • Traditional organizations: Hierarchy top down. • Entrepreneurial organizations:Participation and Teamwork • Example:Self Directed Work Teams, Labor Management Committees, Employee Development Programs, Attitude Surveys

42. 10. Market-Oriented Organizations • Traditional organizations:Create Programs to solve problems • Entrepreneurial organizations:Create situations to solve problems

43. Here’s How • Create a clear sense of mission. • Steer more, row less. • Delegate authority and responsibility. • Replace regulations with incentives.

44. Here’s How • Develop budgets based on outcomes. • Expose operations to competition. • Search for market, not administrative, solutions. • Measure our success by customer satisfaction.

45. P.E. Clayton and Associates, Inc. • 2906 Fogarty Ave • Key West FL 33040 • 1-800-383-4913 • Fax 305-296-8421 • www.motivation1.com