Transcript Document

Public Service Management
Mike Durke
Nature of Management
• Management = making things happen
• It is about doing, not theory.
• It is about changing behaviour, developing
people and working with them, reaching
objectives and achieving results (Mullins; p190)
• Drucker: “Management is a task. Management is
a discipline. But management is also people.”
Drucker (1979, p14) Management. Pan Books
Nature of Management
Watson TJ (1986) suggested management can be seen as an art or science and as magic or politics
• Science
• Art
• Magic
• Politics
• 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
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)
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
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)
Principles of Management
• Remember 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
Fayol’s Principles of Management
14 of them:
1. Division of work – more work same effort
2. Authority and responsibility – positions of authority come with
responsibility
3. Discipline – order with penalties
4. Unity of command – one line manager, otherwise authority is
undermined and discipline, order and stability threatened.
5. Unity of direction – one head, one plan for any group of activities
with the same objective
6. Subordination of individual interest to general interest – the
organisation comes first
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
10 ‘New’ Principles
Moorcroft R (2000) Managing in the 21st Century. The British Journal of
Administrative Management. January/ February. P 10
1 Manage information through people
2 Change is constant
3 Technology is the future
4 Relationships matter
5 Investment in training and development is important
6 Measure only against the best
7 The market is global
8 Unity of direction is important
9 Equity is expected
10 Initiative is important
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.
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)
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
The Nature of Leadership
7 Eras of Leadership
1. Personality – implies they are born not made
2. Influence – power to dominate others
3. Behavioural – patterns. Consideration (trust,
respect and rapport) and structures.
4. Contingency – situational factors
5. Transactional – between leader and subordinates
6. Cultural – symbolic - performance of little
consequence
7. Transformational – proactive, radical, new ideas