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01/05/11 Smita Tripathi GPS 3004 1
The Changing
Public Sector
Smita Tripathi
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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.
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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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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