‘crossing the species barrier’ mobility of management techniques
Post on 22-Dec-2015
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‘‘Crossing the species Crossing the species barrier’barrier’
Mobility of Management Mobility of Management TechniquesTechniques
Learning GoalsLearning Goals
Develop a way of describing Develop a way of describing management techniques management techniques
Develop a comparison between Develop a comparison between public and private organisations public and private organisations and Non Governmental and Non Governmental Organisations (NGOs – Organisations (NGOs – Charities to you and I)Charities to you and I)
ReadingReading
Chapter 21 Organisational Chapter 21 Organisational Change and DevelopmentChange and Development
Selections from RollinsonSelections from Rollinson Chapter 17 Organisational DesignChapter 17 Organisational Design Chapertr18 Organisational ControlChapertr18 Organisational Control Chapter 19 Organisational Culture Chapter 19 Organisational Culture
and climatesand climates Integrating Micro and Macro Integrating Micro and Macro
Levels of organisationLevels of organisation
ExaminationsExaminations
Maximum if a 45 minute Maximum if a 45 minute questionquestion
If you are lucky you will get to If you are lucky you will get to write 1000 words, less probablywrite 1000 words, less probably
Answer the questionAnswer the question Use your thoughtsUse your thoughts
A fundamental issue – why?A fundamental issue – why?
The effectiveness of public The effectiveness of public servicesservices
The expenditure of public fundsThe expenditure of public funds There is never enough to do all There is never enough to do all
that we might wish to dothat we might wish to do NGOs do good works and NGOs do good works and
increasingly fill service gaps that increasingly fill service gaps that the public sector fails to meetthe public sector fails to meet
And……And……
An opportunity for occupational An opportunity for occupational psychology to make a serious psychology to make a serious contribution to a national issue.contribution to a national issue.
And….And….
Its necessary to take a Its necessary to take a professional look at these issues professional look at these issues and remove them from political and remove them from political and ideological considerations and ideological considerations that have distorted consideration that have distorted consideration of these issues for decades in of these issues for decades in the UK. OD specialists have the UK. OD specialists have been missing the point.been missing the point.
Purpose of this type of Purpose of this type of analysisanalysis Generate an even handed Generate an even handed
framework in which questions framework in which questions can be asked, a necessary can be asked, a necessary precursor to a meaningful precursor to a meaningful analysisanalysis
Allow sensible, eclectic but Allow sensible, eclectic but parsimonious planning and parsimonious planning and managementmanagement
Models of investigationModels of investigation
Some dimensions for comparison Some dimensions for comparison - from an organisational - from an organisational perspectiveperspective Stake holdersStake holders ‘‘Source of resource’Source of resource’ ‘‘Optimum’ management styleOptimum’ management style Organisational GoalsOrganisational Goals RegulationRegulation
Cont’Cont’
Financial organisationFinancial organisation Motivational model appliedMotivational model applied Success criteriaSuccess criteria Accountability of managementAccountability of management Application/Applicability of Application/Applicability of
quality systemsquality systems Other funding methodsOther funding methods CultureCulture
StakeholdersStakeholders
Companies - Staff, shareholders, Companies - Staff, shareholders, directors, customers, regulatory directors, customers, regulatory authorities, communityauthorities, community
Public bodies - Staff, Public bodies - Staff, government(s), general public as government(s), general public as taxpayers. General public as taxpayers. General public as recipients, communityrecipients, community
NGOs - Staff, trustees, donors, NGOs - Staff, trustees, donors, beneficiaries.beneficiaries.
QuestionQuestion
What impact do you think What impact do you think different stakeholder profiles has different stakeholder profiles has upon the way each type of upon the way each type of organisation might best be runorganisation might best be run
‘‘Source of finance’Source of finance’
Companies: Shareholders Companies: Shareholders funds, loans, profits.funds, loans, profits.
Public bodies: Central/local Public bodies: Central/local funds, fees for services, fines funds, fees for services, fines and penalties and penalties
NGOs: Fund raising sales, NGOs: Fund raising sales, donations, fees for servicesdonations, fees for services
QuestionQuestion
To what extent do you think that To what extent do you think that different types of financing different types of financing activity might have differing activity might have differing impacts upon first the type of impacts upon first the type of people and the training an people and the training an development they need and development they need and second the way they conduct second the way they conduct themselves in their work. If the themselves in their work. If the match I wrong can it be match I wrong can it be damaging?damaging?
Optimum management style Optimum management style (a stereotypical perception, (a stereotypical perception, naturally)naturally) Companies: Directly focused, Companies: Directly focused,
follows resource.follows resource. Public bodies: Accountable, Public bodies: Accountable,
inclusive, multiple goals.inclusive, multiple goals. NGOs: Accountable, inclusive, NGOs: Accountable, inclusive,
flexible, innovativeflexible, innovative
QuestionQuestion
How well do these different How well do these different styles (same as culture really) styles (same as culture really) mix. Are they suited to different mix. Are they suited to different types of organisation? Do you types of organisation? Do you think they will be think they will be interchangeable? interchangeable?
Organisational GoalsOrganisational Goals
Companies: Profit, return on Companies: Profit, return on investment, sustainability, investment, sustainability, prestige, quality.prestige, quality.
Public bodies: Provision of Public bodies: Provision of services of acceptable quality to services of acceptable quality to meet real/perceived demand and meet real/perceived demand and national strategic needs. Value for national strategic needs. Value for money, meet staff needs, meet money, meet staff needs, meet client needs, sustainable, flexible.client needs, sustainable, flexible.
Cont’Cont’
NGOs: Raise funds, dispense NGOs: Raise funds, dispense largesse, sustainability, do good largesse, sustainability, do good works, provide positive feedback works, provide positive feedback and actualisation to donors.and actualisation to donors.
QuestionQuestion
This is an important question. Are This is an important question. Are management skills generic, or are management skills generic, or are they specific to particular domains they specific to particular domains and types of activity. Does the set of and types of activity. Does the set of skills that might a successful retail skills that might a successful retail executive mean they will be useful in executive mean they will be useful in running a University. Not a simple running a University. Not a simple question. There are no simple question. There are no simple answers either. But asking the answers either. But asking the question is a useful thing to do.question is a useful thing to do.
RegulationRegulation
Companies: Generic bodies Companies: Generic bodies (e.g. HSE), corporate legal (e.g. HSE), corporate legal systems, trade specific bodies. systems, trade specific bodies. IR.IR.
Public bodies generic bodies Public bodies generic bodies (e.g. HSE) Regulators and audit (e.g. HSE) Regulators and audit bodiesbodies
NGOs Generic bodies (e.g. HSE) NGOs Generic bodies (e.g. HSE) Charities commission, IR.Charities commission, IR.
Question?Question?
How do differing regimes of How do differing regimes of regulation effect different types regulation effect different types of organisation, and how does of organisation, and how does the same regime effect different the same regime effect different types of organisation?types of organisation?
Financial organisationFinancial organisation
Companies: Issued capital, Companies: Issued capital, working capital, net realisable working capital, net realisable worth worth
Public bodies: Budgets, targets Public bodies: Budgets, targets and accountabilityand accountability
NGOs: Real time finance. Can NGOs: Real time finance. Can only expend what they have.only expend what they have.
QuestionQuestion
How do these different financial How do these different financial structures impact on the structures impact on the planning behaviour and conduct planning behaviour and conduct of managers and there staff? of managers and there staff?
Motivational model appliedMotivational model applied
Companies: Benefits and Companies: Benefits and rewardsrewards
Public bodies: Vocational Public bodies: Vocational calling, public service.calling, public service.
NGOs: Volunteerism, self NGOs: Volunteerism, self actualisation.actualisation.
QuestionQuestion
How transferable are these How transferable are these motivational models between motivational models between different domains? Do they different domains? Do they represent ‘climate’ in the represent ‘climate’ in the organisation, so setting the organisation, so setting the backdrop to the way in which backdrop to the way in which people conduct themselves at people conduct themselves at work?work?
Success criteriaSuccess criteria
Companies: Meet organisational Companies: Meet organisational goals. Return on investmentgoals. Return on investment
Public bodies: Quality of Public bodies: Quality of servicesservices
NGOs: Relief of, and prevention NGOs: Relief of, and prevention of future discomfortof future discomfort
QuestionQuestion
What difference do these rather What difference do these rather different ‘bottom line’ success different ‘bottom line’ success metrics have upon how the metrics have upon how the rogation runs? Sorry this rogation runs? Sorry this question gets repetitive, but its question gets repetitive, but its important.important.
Accountability of managementAccountability of management
Companies: Shareholders, Companies: Shareholders, Creditors, Other investors.Creditors, Other investors.
Public bodies: Elected bodies, Public bodies: Elected bodies, Quangos, treasury, the public.Quangos, treasury, the public.
NGOs: Donors, Beneficiaries, NGOs: Donors, Beneficiaries, staff, Charities Commission.staff, Charities Commission.
QuestionQuestion
How do the details of an How do the details of an accountability framework effect accountability framework effect decision making and planning?decision making and planning?
Application/Applicability of Application/Applicability of quality systemsquality systems
Companies: TQM/ISO etcCompanies: TQM/ISO etc Public bodies: Performance Public bodies: Performance
targetstargets NGOs: Performance targetsNGOs: Performance targets
QuestionQuestion
In the weird and wonderful world In the weird and wonderful world of quality systems. How do you of quality systems. How do you decide which approach is best, decide which approach is best, implement it successfully and implement it successfully and check that it works? Can you check that it works? Can you have a quality system for your have a quality system for your quality system?quality system?
Other funding methodsOther funding methods
Companies: Rights issues, Companies: Rights issues, debentures etcdebentures etc
Public bodies: PFI, further Public bodies: PFI, further resources, loansresources, loans
NGOs: Special appeals etcNGOs: Special appeals etc
QuestionQuestion
How might the need to obtain How might the need to obtain additional future funding impact additional future funding impact on decision making and on decision making and planning.planning.
Culture?Culture?
Companies: Goal orientedCompanies: Goal oriented Public bodies: Quality orientedPublic bodies: Quality oriented NGOs: Project orientedNGOs: Project oriented
Useful Features of these Useful Features of these dimensionsdimensions
DescriptionDescription DevelopmentDevelopment ChangeChange PlanningPlanning
Customer or StakeholderCustomer or Stakeholder
CustomerCustomer Simple rel’shipSimple rel’ship Mobility of choiceMobility of choice Organisationally Organisationally
disengageddisengaged Over simple Over simple
expectations expectations Same goes for staff Same goes for staff
relationshipsrelationships
StakeholderStakeholder Complex Complex
rel’shiprel’ship Locked in – Locked in –
change is change is difficultdifficult
Organisationally Organisationally engagedengaged
Complex Complex expectationsexpectations
QuestionQuestion
Map out the differences Map out the differences between being a stakeholder between being a stakeholder and a customer in an area of and a customer in an area of your choiceyour choice
Appraisals and staff Appraisals and staff developmentdevelopment
Contracting out T and DContracting out T and D Simplification of T and D to meet Simplification of T and D to meet
performance targetsperformance targets Appraisals – dream turns to Appraisals – dream turns to
nightmarenightmare IIP and appraisals. To much top IIP and appraisals. To much top
down.down.
Privatisation versus public Privatisation versus public ownershipownership
Impact of artificial market on (a) Impact of artificial market on (a) organisational performance and organisational performance and management strategy (Rail, management strategy (Rail, Power) and (b) service quality Power) and (b) service quality (e.g. hospital cleaning.(e.g. hospital cleaning.
Planning horizons shortened in Planning horizons shortened in private scenario. Infrastructure private scenario. Infrastructure becomes neglected.becomes neglected.
PFIPFI
Free lunches don’t exist: The Free lunches don’t exist: The cost of risk: Increase profits by cost of risk: Increase profits by judicious manipulation of judicious manipulation of contract specification (e.g. contract specification (e.g. safety, specification)safety, specification)
Effect on:-Staff morale and Effect on:-Staff morale and perceptions of self and group: perceptions of self and group: Management strategy: General Management strategy: General Budget.Budget.
The impact of the political process The impact of the political process on peoples working lives (and so on peoples working lives (and so organisational effectiveness)organisational effectiveness) Cognitive Biases in policy Cognitive Biases in policy
makingmaking PoliticiansPoliticians Think tanksThink tanks
Time scales Time scales To implementTo implement To recognise success and failureTo recognise success and failure To complete the feedback loopTo complete the feedback loop