MANAGERIALISM

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MANAGERIALISM

• PPA 400
• Lecture by Daphne H. Washington

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WHAT IS MANAGERIALISM

• Emerged within the Reinventing Govt movement
• Entrepreneurial management
• Using creativity to transform organizations
• Policy revolutionaries
• Forcefully argue for creative solutions

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REENGINEERING

• Use of behavioral and technological sciences
• More sophisticated and radical than simple
  reorganization
• Focuses on cost, quality ,
• service and speed

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REENGINEERING

• Usually Includes the Following Steps
• Process Mapping
• Customer Assessments
• Process Visioning

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REENGINEERING

• Is a Radical Change Strategy
• Means Starting Over
• Requires looking at old processes with new eyes
• Must challenge old assumptions

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REENGINEERING

• Barriers Include
• Bureaucratic turf issues
• Employee Resistance to Change
• Lack of incentives
• General skepticism

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REENGINEERING

• Examples from the Class??

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EMPOWERMENT

• Gaining Power, by Giving away Power
• Manure Theory
• Productive Power
• Only works where manager is self-confident,
  doesnt feel threatened by subordinates, and can
  delegate effectively

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EMPOWERMENT

• Self Directed Work Teams
• Highly trained
• 6 18 people in group
• Fully responsible for well-defined segment of
  work

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SELF DIRECTED TEAMS

• Results in Fewer Job Categories
• Needs Authority to go with responsibility
• Needs appropriate Reward system
• Frees upper management to Coach Plan

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ENTRPRENEURIALISM

• Managers need to be transformational leaders
• Entrepreneurial vision needed at every level in
  organization
• Citizens desire government to operate like
  business
• But can It? Shouldnt It have Constraints?

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CONSTRAINTS

• Govt Operations arent inefficient solely
  because Stupid People work there.
• Inefficiency is due to
• Competing interests
• Accountability
• Due Process

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PERFORMANCE MANAGEMENT

• Primary responsibility of orgs leader
• Is the Systematic Integration of all aspects of
  the enterprise
• View is toward performance outcomes

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COMPONENTS OF

• Specifying clear and Measurable Goals
• Systematic use of performance indicators
• Use of Performance Appraisals
• Use of Performance Incentives
• Linking people resources to budget cycle
• Regular review at end of each planning cycle

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THE POLITICS OF

• Can originate with an elected official
• Can be coincidental to someones term in office
• Can be the result of public demand or expectation

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MANAGEMENT CONTROL

• To respond to the need to report to external
  groups
• To allow administrators to find out whats going
  on inside an organization

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CONTRACTING FOR PERFORMANCE

• Formal, Informal or Psychological
• Between Supervisors Subordinates
• Between Organizations
• Between organization and private sector
• Between organization and clients
• Not the same as Employment Contract

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EMPLOYMENT CONTRACT

• Defines Role
• Responsibilities (Dos and Donts)
• Terms and Conditions of Employment
• (e.g. reasons for discipline and termination)

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PERFORMANCE CONTRACT

• Contains specific goals
• Contains rewards and sanctions if key targets are
  (or not) achieved
• Rewards often financial
• Applies usually to executive level
• Can apply in other areas where output improvement
  can be measured
• Model links individual to organizational
  performance

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PURCHASER - PROVIDER

• One government agency enters in a contract with
  another who will deliver the services.
• Contract specifies outcomes desired or
  performance efficiency criteria
• May contain penalties
• Should contain incentives

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PRODUCTIVITY MEASUREMENT

• In public sector
• Measured by relationship between the Quantity and
  Quality of outcomes ..
• Minus the Quantity of Resources used to produce
  the goods or service

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BARRIERS

• Rigid rules
• Inflexible systems preventing or thwarting
  hiring, promoting or termination.
• Lack of ability to reward and punish
• Lack of ability to easily get additional funds if
  needed
• Inability to reap benefit from savings or
  efficiencies

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T Q M

• Brainchild of Edwards Deming
• Uses statistical quality control methods
• Key is management creating a culture receptive to
  the Quality concept
• Difficult to sustain
• Argued that annual performance measurements
  focused on defects

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Customer Centered

• New attitude of government
• Correctly views citizen as customer
• 8 Principles governing customer service
• Survey often, Post Standards and Results,
  Benchmark Performance, Provide Choices, Make
  information easily available, Pleasant
  surroundings, Provide Redress for poor service