...organizations put forward the thought of culture, as the climate and practices that any organizations build up around to deal or handle their people (Schein, 2004). An essential trend in managerial thinking in recent years has been giving confidence to managers to try to create strong organizational cultures (Watson, 2006). Schein (2004) propose that culture and leadership are conceptually intertwined. ‘Statements of values, codes of conduct, principles of public service management and so on set out in rules and regulation are simply rhetoric - or what we now call aspiration statements. Without leadership that is what they will ever be rhetoric. It is our job as administrators, managers and leaders to turn them into reality’ (O’Farrell, 2006. p.8) This study explains why managing culture is vital to successfully boost both organization performances and the public service modernization programmed. More effectively managing culture along with the issues to be addressed in terms of its useful commitment and handle in the public service are delineated. The most fascinating aspect of culture as a concept is that it points us to facts that are submerged, that are strong in their effect but unseen and to a considerable degree oblivious (Schein, 2004, p.8). Culture is to a group to people what personality or character is to a specific person. ‘We can see the behavior that results, but often we cannot see the forces underneath that cause certain kinds of behavior....
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...and orientations. Engineers, Architects, Managers and so on, have their definitions coined out from their experiences as far as their professions are concerned. Project according to Project Management Institute, PMI, (2006) cited in Pinto (2007) “is a temporary activity or endeavor undertaken purposely to create a unique output (product or service) within budget, time and standards. Turner and Muller (2003) in their own words defined project as “an organization of human materials and financial resources in a novel way, to undertake a unique scope of work, of given specification, within constraints of cost and time, defined by quantitative and qualitative objectives so as to achieve a beneficial change”. The uniqueness of project is pointing to its genuine nature in the sense that there may not be a pre-existing blue print for the project’s execution and there may not be a need to repeat the project once completed. Its goal characteristics may be well perceive as achieving stated objectives or solve a particular problem, while its temporary nature signifies a discrete, definable commencement and conclusion. Project management on the other hand, according to Abbasi and Al-Mharmah (2005) “is the art and science of planning, designing and managing work throughout all the phases of the project life cycle”. It is also regarded as a system or process of planning, designing, scheduling, managing and controlling interconnected project activities in order to achieve specific objectives...
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...organizations face regardless of the sector they operate in. It is easy to become so heavily focused on our own individual organizational challenges and strategies, that we do not take advantage of all that can be learned from looking outside the box. This is much the case when it comes to resource management. This paper will analyze the key factors to consider when developing a resource management plan for the public sector, specifically within the realms of community service, in the context of increased consumption of resources with no technological innovation or upgrades. Strategically managing resources, especially in this technology driven era, is a challenge many organizations face. There is a great demand for services (consumption) but less or, in best case scenarios, “flat” amounts of resources to addressing this rising demand. Meanwhile, organizations struggle to keep pace with the latest technological offerings in the market and must determine which of these technologies produces the most meaningful use, or return on its investment. Technological innovation for the sake of acquiring the newest, latest technology should be avoided. (Newell & Turner) But, what happens when increased consumption persists (or demand for resources) but no technological innovation occurs? More importantly, how does an organization in the public sector plan strategically for such a scenario and how can other sectors benefit from this knowledge? In the public sector, there are many regulatory...
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...23/7/2015 Oxford University Press | Online Resource Centre | Multiple choice questions We use cookies to enhance your experience on our website. By clicking 'continue' or by continuing to use our website, you are agreeing to our use of cookies. You can change your cookie settings at any time. Continue Find out more Combe: Introduction to Management Chapter 1: Multiple choice questions Instructions Answer the following questions and then press 'Submit' to get your score. Question 1 In what order do managers typically perform the managerial functions? a) organising, planning, controlling, leading b) organising, leading, planning, controlling c) planning, organising, leading, controlling d) planning, organising, controlling, leading Question 2 Who of the following is the industrial philanthropist? a) Frederick Taylor b) Seebohm Rowntree c) Henry Ford d) Max Weber Question 3 Which one of the following is not one of Drucker's five guiding principles of management? a) Making people's strengths effective and their weaknesses irrelevant. b) Enhancing the ability of people to contribute. c) To operate the organisation's status system. d) Integrating people in a common venture by thinking through, setting and exemplifying the organisational objectives, values and goals. Question 4 What are the three interpersonal roles of managers? a) Figurehead, leader and liaison b) Spokesperson, leader, coordinator c) Director, coordinator, disseminator d) Communicator...
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...How the National Offender Management Service works March 2012 Introduction Who we are Key functions Our structure How NOMS Works introduction who we are key functions our structure “ Our vision is that there will be fewer victims, and our “ communities will be safer NOMS was established in 2008 with a clear brief, to bring together the commissioning and provision of offender services in prison and in the community, ensuring best value for public money. So organisational change isn’t new to us; it’s part of what we are all about. But the reality now is that we are in a new world, with the double challenge of responding to the policy priorities of the Coalition Government and significantly reducing our costs by approximately 23 per cent by 2015. The rate of change and scale of challenge for both Prisons and Probation is unprecedented. To meet our objectives of protecting the public and reducing reoffending – we have reshaped and transformed the way we operate creating a leaner organisation focused on outcomes for the public. We have dismantled our old regional model, and our structure has been fundamentally reshaped to support HQ and Central Services front line delivery at much reduced cost. Perhaps most significantly, our new structure makes a clear distinction between the different functions of the Agency – commissioning services; delivering those services directly such as through HM Prison Service and national operational services such as licence recall and population...
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...The current issue and full text archive of this journal is available at http://www.em erald-library.com/ft IJPSM 14,2 Managing organisational change in the public sector Lessons from the privatisation of the Property Service Agency Ron Coram and Bernard Burnes Manchester School of Management, UMIST, Manchester, UK Keywords Organizational change, Public sector management, Privatization, Government agencies, Public authority assets Abstract Whilst organisational change appears to be happening with increasing frequency and magnitude in both the public and private sectors, most of the major studies of change focus on the private sector and tend to derive their approaches to change from that sector. From a review of the literature, it is argued that there is no ``one best way’’ to manage organisational change but that public sector organisations need to adopt an approach to change which matches their needs and situation. The article examines the privatisation of the Property Services Agency (PSA) in order to draw lessons as to how the public sector can and should manage change. It is shown that the privatisation was characterised by a lack of clarity, an over-emphasis on changes to structures and procedures, and staff resistance. However, underpinning this was an inappropriate approach to change. The article concludes that the main lessons of the PSA’s privatisation are that, in such circumstances, it is necessary to adopt an approach to change which incorporates both the...
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...Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational change initiatives, we are told by many commentators, can maximise shareholder value (i.e. economic value theory) and develop organisational capabilities (i.e. organisational capability theory). Specifically, in recent years, as companies have been confronted by the conditions of heightened competition, globalisation, advancements in communications and information technologies, economic recession and simultaneously search for excellence, so the desire to take up change initiatives has interested the majority of leading organisations. At the same time, however, the analysis of the prospects for the majority of change management tools reveals so many deep-seated barriers to change with the consequence of little success in practice. This paper explores this apparent contradiction, arguing that, despite a heightened interest in the take-up of change initiatives, very few change programmes produce an improvement in bottom-line, exceed the company’s cost of capital, or even improve service...
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...Human Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan Akbar Ali * Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani leaders at public sector hospitals and banks, as well as private sector airline leaders to enhance their competencies. Keywords:...
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...Resource Management a Comparative Study of Specific Public and Private Sectors in Pakistan * Akbar Ali Dean, Multi Disipline, Degree Program NUST, Karachi ABSTRACT The fundamental problem of this study was to examine "The role of leadership in human resource management through comparison of public and private sectors in Pakistan" by evaluating the leadership in ten competencies. The sample was 115 leaders (assesses) which were assessed by 520 respondents (assessors) belonging to Airlines, Hospitals and Banks from both Public and Private Sector. Each of the manager / leader was evaluated by using 360 degree feed back assessment questionnaire. Statistical analyses were conducted using the SPSS statistical package. Outcome of this study pointed that there were statistically significant difference among score of leadership between Private and Public Sector organizations. The conclusion of the study indicated; a) Leadership at Private sector is performing better than Public Sector. b) The leadership score of private sector bank was significantly higher to public sector bank. c) The leadership score of private sector hospital was significantly higher as compared to the public sector hospital. d) The leadership score in public sector airline was significantly higher to the private sector airline. The findings also indicated to call upon Pakistani leaders at public sector hospitals and banks, as well as private sector airline leaders to enhance their competencies...
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...Government Agencies Table of Contents Executive summary 3 Introduction 4 Economy 4 Effectiveness 5 Efficiency 6 Conclusion 7 References…………………………………………………………………………………………………………………………………..8 Executive summary Evaluation of performance is part of managing performance. Public agencies use economy, effectiveness and efficiency to determine performance. All these three parameters relate to inputs and outputs of the agency (Cutler, Cutler & Waine, 1997, p. 98). However, measurement of inputs and outputs presents some challenges. Thus, during measurement of performance of a public agency one has to make a choice of what to measure among the three parameters in order for performance to be evaluated effectively. For instance, economy relate to input, efficiency relate to input and output while effectiveness relate to output (Chai, 2009, p. 45). Thus, the effectiveness of these concepts in determination of performance depends largely on the methods adapted to measure indicators of these parameters. Introduction The process of managing performance involves setting social outcomes and strategic plans that entails focusing strategic plan on social outcomes, identifying value drivers, focusing managerial attention on activities, which contribute most to value and are easiest to influence, tying metrics...
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...Performance Management in the Public Sector Public sector organisations may have the most ambitious plans for transforming services and delivering against government targets, but if they don’t keep day-to-day activities tightly aligned to what actually matters, they’ll find themselves getting nowhere fast. About This Survey The Advanced Performance Institute (API) research project, Strategic Performance Management in Government and Public Sector Organisations – A Global Survey, is the largest and most comprehensive global study of government and public sector Performance Management to date. The reasons for conducting the survey were two-fold. Firstly, the Advanced Performance Institute noted an increasing number of Performance Management initiatives across the public sector, but found the assessment of the results for these initiatives to be more anecdotal than comprehensive (see Section 1: Survey Results). Secondly, the API intended not just to understand the current state of affairs in public sector Performance Management, but also to glean information on what factors and behaviours contribute to Performance Management success (see Section 2: Best Practices). The extensive international study surveyed a wide cross-section of government and public sector organisations, including central or federal government agencies, state and local government bodies, as well as national health organisations, police forces, fire and rescue organisations, courts and education...
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...Course Particulars Faculty: Faculty of Administrative Science and Policy Studies Course Name: Seminar in Public Management Course Code: ADS656 Course Status: Core Program: Bachelor of Administrative Science (Hons) Credit Hours: 3 Contact Hours: 3 Lecturer: Hj Saudi Bin Hj Narani Contact: 0198825985, 082-678481 Email : saudina@sarawak.uitm.edu.my, sjnarani58@gmail.com ------------------------------------------------- Semester: 29 February -19 June, 2016. ------------------------------------------------- ------------------------------------------------- Course Description ------------------------------------------------- The course provides students of administrative science the opportunity to synthesize the various theories and dynamics of public management. The course offers students an understanding of various public management issues arising out of the conventional theoretical approaches to public management as well as the new public management perspective. Issues are identified from the nature of the field and its core functions and solutions are explored from various dimension. The changing faces of public management due to internal and external influences are also critically examined with specific highlight to Malaysian experience. ------------------------------------------------- ------------------------------------------------- Course Outcomes ------------------------------------------------- Upon completion of the course, students...
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...|MANAGING PUBLIC | | |SECTOR RECORDS | | | |A Training Programme | | | |Managing | |Financial Records | |[pic] |[pic] | | | | |INTERNATIONAL |INTERNATIONAL RECORDS | |COUNCIL ON ARCHIVES |MANAGEMENT TRUST | Managing Public Sector Records: A Study Programme Managing Financial Records ...
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...RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide PLAN EVALUATE BUDGET RESULTS MONITOR IMPLEMENT i RESULTS-BASED PUBLIC SECTOR MANAGEMENT A Rapid Assessment Guide © 2012 Asian Development Bank All rights reserved. Published in 2012. Printed in the Philippines ISBN 978-92-9092-838-6 (Print), 978-92-9092-839-3 (PDF) Publication Stock No. TIM124978 Cataloging-In-Publication Data Asian Development Bank Results-based public sector management: A rapid assessment guide. Mandaluyong City, Philippines: Asian Development Bank, 2012. 1. Managing for development results 2. Results-based management 3. Public sector. I. Asian Development Bank. The views expressed in this publication are those of the authors and do not necessarily reflect the views and policies of the Asian Development Bank (ADB), its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. By making any designation of or reference to a particular territory or geographic area, or by using the term “country” in this document, ADB does not intend to make any judgments as to the legal or other status of any territory or area. ADB encourages printing or copying information exclusively for personal and noncommercial use with proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creating...
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...ORGANISATIONAL BEHAVIOUR - Managing Organisational Change Essay Topic: One set of authors state that “An organisation’s ability to manage change will have a significant effect on its performance and prosperity” (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006, Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims that few corporate change efforts have ever been successful (Kotter, J.P., 2005, ‘Why Transformational Change Efforts Fail’, Harvard Business Review, March-April 1995, pp 59-67). Discuss these two statements and build an argument that explains this apparent contradiction with regard to relevant organizational behavioural theory. In my opinion, the statements presented above do not contradict one another, in fact the two statements presented support the need for successful organizational change and the need for concerted effort in implementing the change. In almost every case, the basic goal has been has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. Change is an organizational need, at one time or other and management needs rigorous support in achieving positive change outcomes. I want to look in detail the change management theory and practice including Transformational Change, The Tools and Techniques used for Change Management, Transforming Organisations for Organic Growth, Cultural Revitalisation and Behavioural Responses...
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