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THE WORK AND THE WORK AND RESPONSIBILITIES OF RESPONSIBILITIES OF

MANAGERSMANAGERS

WHAT DO MANAGERS DO?WHAT DO MANAGERS DO?CHANGING PATTERNS OF WORKCHANGING PATTERNS OF WORK

AND CHANGING PRIORITIESAND CHANGING PRIORITIES

Slides for a seminar session © Denis Osborne, 2007

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MANAGERS AND GOVERNMENTMANAGERS AND GOVERNMENTHistorical overview of ‘public management’ Community consensus about

‘customs’ Tyranny rule by law ) focus on Bureaucracy rule of law ) rules ‘Targets’ focus on results Trust focus on people,

relationships

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MANAGERS AND BUSINESSMANAGERS AND BUSINESS‘Snapshots’ of management in two situations

Let’s imagine the differences between a 19th or 20th century factory

– for example a steel mill, or a sugar factory

and a 21st century consultancy

– for example dealing with computers or other information technology

Imagine, Describe…

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DIFFERENT RISKS, OUTPUTS, NEEDSDIFFERENT RISKS, OUTPUTS, NEEDSManufactured products When used, physical

resources and energy get ‘used up’, lost

We want more– more supplies, fuel– more food

The need is quantity Bigger is cheaper

Information systems When used, information is

multiplied but may be distorted

People get too much– information overload

– give what they want?

Need is quality Smaller is

faster

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CONCERNS OF MANAGERSCONCERNS OF MANAGERSC19/20 Physical Products High volume sales Secure supplies Focus on inputs, suppliers Big plants near resources Cheap in-house

labour Pyramid, manager at top

workers less educated

C21 Information Processes High value added Sales, design, marketing Focus on outputs, customers Small plants near markets Clever team,

contractors Network, all

well educated

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RESPONSIBILITIESRESPONSIBILITIES TOP DOWN – ‘political will’ But only sustained by BOTTOM UP – ‘people pressure’, and media And ‘MID-LEVEL’, MANAGERS

– Managers are responsible for ‘products’, services for ‘VFM’, to maintain or re-build trust

therefore

MANAGERS SHOULD –

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OBEY THE RULESOBEY THE RULES Set an example, obey the rules ourselves

– Keep them even when we don’t believe necessary?– Get them modified or waived if necessary!

Encourage and motivate staff– Discuss, try to make sure rules are sensible– Punctuality? Change if within our powers

Keep a check on bosses – but how?– Advise, warn. Tell? Who do we tell?– ‘Independent channels’? Recommend?

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GET RESULTSGET RESULTS Public service reform changed focus from

inputs and rules to outputs and results Audits concerned not only with ‘probity’ – rules

obeyed – but also ‘VALUE FOR MONEY’, VFM Requiring

– Economy, cut costs– Efficiency, get better ratio of output/input– Effectiveness, do what is needed

Often, targets set, but beware… – target outputs or outcomes? Cheating?

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SAFEGUARD INTEGRITYSAFEGUARD INTEGRITYManagers are responsible for getting results

Therefore they need to ensure the integrity of their staff of clients of suppliers

and if possible of their colleagues of their bosses

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REDUCE RISKS OF CORRUPTIONREDUCE RISKS OF CORRUPTION

?HOW?

MORE LATER!

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BUILD TRUSTBUILD TRUSTWhat will this require? Competence And Commitment Commitment to do the job well, not just to

obey the rules or meet targets

If trust has been lost how regained? Act with integrity, deliver the goods And be seen to do so

… be ‘transparent’

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IN SUMMARYIN SUMMARY Managers are expected to:↓ Control, guide and motivate staff ↑ Advise ‘bosses’, warn of dangers

(aim to get that included in our job description!) ↔Ensure department not cheated

+ by suppliers, customers or colleagues↔ Ensure department wins trust of all

How can we best do that? How can we help others to do that?