the changing public sector for portal

8/8/2019 The Changing Public Sector for Portal

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01/05/11 Smita Tripathi GPS 3004 1

The Changing

Public Sector

Smita Tripathi


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Smita Tripathi GPS 3004 201/05/11

The Changing Public Sector

Lecture PlanHow change happens within organisations?

Can change be led successfully?


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Public Management Reform

Global phenomena

Changes in Government1950s onwards

New institutional mechanisms

Changes in structure and culture

And, values- freedom, transparency et al

Overall Performance and Quality of Life

concerns


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Benefits

Numerous, as well as unintended

consequences

Too much, too soon

Public scrutiny and transparency

Gaming

Cost benefit evaluations - mixed picture


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Emerging Management Challenges

Revenues

Capacity

Trust

Leadership and change


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Challenges for leadership Reforms Contending aspirations of state, private sector

and civil society including employees andcustomers

3Es Executive and political imperatives Market demands IT advances Dispersed knowledge Global economic shifts Different cultures

Multi-agency partnerships


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Capabilities to Manage Reform

Capabilities

for managingthe Present

Capabilities

for managingthe Present

Capabilities

for managingChange

Capabilities

for managingChange

Capabilitiesfor managingthe Envisaged

Future

Capabilitiesfor managing

the EnvisagedFuture

New RecruitsNew Recruits

Consultancy

& Training

Consultancy& TrainingChange

Initiatives

ChangeInitiatives

Processes &Systems

Training &Development

Training &Development

NetworkKnowledge

Management

NetworkKnowledge

Management

PilotProjectsPilotProjectsExternal StakeholdersRegulatory mechanismGovernance AgendasPress & Public opinion


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Four Phases of ChangeLeadership Tasks

Change

Initiation

Change

Initiation

ChangeEvent orProcess

ChangeEvent orProcess

Post-Change

Transition

Post-Change

Transition

Post-ChangeSteadyState

Post-ChangeSteadyState

Identificationof changeimperatives

Strategicoptionevaluation

Alignment anddeveloping ashared vision

Planning andmobilisation

ChangeManagement-Communications-Team-building-Training &

development-New systems &structures

Maintenance ofmorale Maintenance of

momentum Change

tracking

Re-evaluation Re-casting ofperformancemeasures


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Traditional Model of the PS

Model employer significant rights and entitlements

to employees

Paternalistic style of management Rational-legal bureaucracy

Highly centralised, standardised and formalised

Started changing under pressures

greater responsiveness and efficiency; financial crisis; the

move towards hollowing-out and away from big

government.

01/05/11 9GPS 5001 Smita Tripathi


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Managerialised Model of the PS

NPM and its concomitant changes

Emphasis on private sector management techniques

Flexible, market-based form (Hughes, 1994) Challenged notions of a career service, stable and

lifelong employment, service- wide employment

conditions.

01/05/11 10GPS 5001 Smita Tripathi


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The Public Sector Context Network perspective

Partnerships, across organisations, ANT

Value Perspective

Dispersed power, paradoxes, multiple conflictingobjectives

Practice perspective

Complexity of rules and procedures, learning,experimentation, critical insights

Leadership is socially constructed thru action and

daily conversations,

January 5, 2011 GPS 3002 Smita Tripathi 11


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01/05/11 Smita Tripathi GPS 3004 12

Different leadership

styles

Transactional

Transformational

Dispersed


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Elements of leadership

Influence

Groups

Goals Groups

Goals

Influence


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Transactional Leadership...

Based on legitimate authority within the

bureaucratic structure of the organisation

Based on Mutual Dependence andExchange


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Transformational Leadership...

Based on instilling higher levels ofmotivation and commitment among

followers

Generating a vision Creating a feeling of justice, loyalty, and

trust


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Transactional and

Transformational leadershipThe transactional leader:

Recognizes what it is that we

want to get from work and tries

to ensure that we get it if our

performance merits it.

Exchanges rewards and

promises for our effort.

Is responsive to our immediate

self interests if they can be met

by getting the work done(Based on Bass 1985 - Wright 1996)

The transformational leader: Raises our level of awareness,

our level of consciousness

about the significance and valueof designated outcomes, and

ways of reaching them. Gets us transcend our own self-

interest for the sake of the team,

organization or larger polity. Alters our need level (after

Maslow) and expands our range

of wants and needs.


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Dispersed Leadership

Community leadership

Based on empowering, motivating and

enabling others to emerge at the helm Based on building capacity

Uses concept of organisational learning

Improvisation and creative processes

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