Fundamentals of Public Administration MPA – 406 Lecture - 24
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Transcript of Fundamentals of Public Administration MPA – 406 Lecture - 24
1
Fundamentals of Public Administration
MPA – 406Lecture - 24
FACILITATORProf. Dr. Mohammad Majid Mahmood
0333-5188677, [email protected]
Reflections
PLANNING COMMISSION AND PLANNING DEVELOPMENT
• The Need for Planning:
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Functions of Planning Commission
Following are the major functions of Planning Commission:
To prepare comprehensive national plan for socio-economic development of the country
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Functions of Planning Commission
To formulate within the framework of national plan, of annual plan and annual development program projects and programs of national development.
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Functions of Planning Commission
Monitoring the implementation of all major development projects and programs.
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Functions of Planning Commission
Continuous evaluation of economic situation and coordination of economic policies
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Functions of Planning Commission
Examination and technical appraisal of development projects.
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Relationship of Plan and Projects
• There is a complementary relationship between plan and projects.
• Projects are to plan what bricks are to building.
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Process of Project Completion
A project follows a sequential process of “beginning” and ending which is as follows:
1. Projects Identification
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Process of Project Completion
A project follows a sequential process of “beginning” and ending which is as follows:
2. Project study (feasibility)
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Process of Project Completion
A project follows a sequential process of “beginning” and ending which is as follows:
3. Project Preparation
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Process of Project Completion
A project follows a sequential process of “beginning” and ending which is as follows:
4. Project Appraisal
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Process of Project Completion
A project follows a sequential process of “beginning” and ending which is as follows:
5. Project Approval
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Process of Project Completion
A project follows a sequential process of “beginning” and ending which is as follows:
6. Project Implementation and Monitoring
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Process of Project Completion
A project follows a sequential process of “beginning” and ending which is as follows:
7. Project Evaluation
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Provincial Planning Organization
At the provincial level there is Planning and Development Department.
The P&D is headed by the Chairman P&D.
The Secretary P&D is the administrative head.
The Chairman is assisted by a Chief Economist and Members and Joint Chief Economist.
Members are assisted by Chief of Section.
Each Chief of Section deals with one or more sectors of the provincial economy i.e., agriculture, forestry, tourism, livestock, irrigation, industry, water supply, social welfare, population planning education etc.
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Functions of Planning & Development
The functions of P & D are as follows:
1. To prepare Annual Development Programme in coordination with other departments
2. To prepare Five Year and other development plans
3. To coordinate External Capital Assistance
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Decision Making:
The process of examining your possibilities, comparing them, and choosing a course of action.
Six C's of Decision Making
1. Construct. 2. Compile. 3. Collect. 4. Compare. 5. Consider. 6. Commit.
Six C's of Decision Making
Construct a clear picture of precisely what must be decided.
Compile a list of requirements that must be met.
Collect information on alternatives that meet the requirements.
Decision Making Process
Six C's of Decision Making
Compare alternatives that meet the requirements.
Consider the "what might go wrong" factor with each alternative.
Commit to a decision and follow through with it.
Decision Making Process
QUALITIES OF A SUCCESSFUL DECISION MAKER
COURAGE – is of particular importance and involves the willingness to take the risks.
SENSITIVITY – good decision makers seem to have some sort of antenna that makes them particularly sensitive to situations and others.
ENERGY – People must have the energy and desire to make things happen
CREATIVITY – Successful decision makers tend to be creative thinkers. They develop new ways to solve problems.
QUALITIES OF A SUCCESSFUL DECISION MAKER
A1 – You solve the problem or make the decision yourself, using information available to you at that time.
A11 – you obtain the necessary information from your subordinates then decide on the solution to the problem yourself.
DECISION MAKING-STYLES
DECISION MAKING-STYLES
C1 – you share the problem with relevant subordinates individually, getting their ideas and suggestions without bringing them together as a group. You make decisions that may or may not reflect your subordinates’ influence.
C11 – you share the problems with the subordinates as a group, collectively obtaining their ideas and suggestions. Then you make decisions that may or may not reflect your subordinates’ influence.
DECISION MAKING-STYLES
G11 - you share the problems with the subordinates as a group. Together you generate and evaluate alternatives and attempt to reach agreement on a solution. Your role is much like that of a chairman. You do not try to influence the group to adopt YOUR solutions, and you are willing to accept and implement any solution that has the support of the entire group.
DECISION MAKING-STYLES
How are decisions madein organizations?
Decision environments include:
– Certain environments.
– Risk environments.
– Uncertain environments.
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Certain environments.– Exist when information is sufficient to predict the
results of each alternative in advance of implementation.
– Certainty is the ideal problem solving and decision making environment.
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How are decisions madein organizations?
Risk environments.– Exist when decision makers lack complete
certainty regarding the outcomes of various courses of action, but they can assign probabilities of occurrence.
– Probabilities can be assigned through objective statistical procedures or personal intuition.
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How are decisions madein organizations?
Uncertain environments.– Exist when managers have so little information
that they cannot even assign probabilities to various alternatives and possible outcomes.
– Uncertainty forces decision makers to rely on individual and group creativity to succeed in problem solving.
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How are decisions madein organizations?
– Programmed decisions.• Involve routine problems that arise regularly and can
be addressed through standard responses.
– Nonprogrammed decisions.• Involve nonroutine problems that require solutions
specifically tailored to the situation at hand
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Types of decisions
How do intuition, judgment, and creativity affect decision making?
Intuition.
– The ability to know or recognize quickly any
situation.
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Judgmental heuristics.– Simplifying strategies or “rules of thumb” used to
make decisions.– Makes it easier to deal with uncertainty and
limited information.– Can lead to systematic errors that affect the
quality and/or ethics of decisions.
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How do intuition, judgment, and creativity affect decision making?
Creativity factors.
– Creativity in decision making involves the
development of unique and novel responses to
problems and opportunities.
– Creativity is especially important in a dynamic
environment full of nonroutine problems.37
How do intuition, judgment, and creativity affect decision making?
– Managers copy others.– Managers tend to emphasize problems and
solutions rather than successful implementation.– Managers use participation rarely.
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Reasons for decision making failure
– Is my action legal?– Is it beneficial?– How would I feel if my family found out about
this?– How would I feel if my decision were printed in
the local newspaper?
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Decision Making Checklist
Delegation defined
• Delegation is the process that makes management possible, because management is the process of getting results accomplished through others.
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Delegation
• Unless you delegate tasks to your subordinates, your team will become inefficient and demoralized.
"I not only use all the brains I have, but all I can borrow."
- Woodrow Wilson
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Why Delegate?
– Globalization,
– Information technology explosion,
– Increased mergers,
– Heightened competition, and
– Higher expectations of nearly every customer
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Tasks you should not delegate
Following activities are sensitive & should not be delegated: – Hiring – Firing – Pay issues – Policy
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Conclusion
FACILITATOR
Prof. Dr. Mohammad Majid Mahmood
46
Fundamentals of Public Administration
MPA – 406Lecture - 25
FACILITATORProf. Dr. Mohammad Majid Mahmood
0333-5188677, [email protected]
Reflections
Advantages of Delegation
Positive aspects of delegation include:
– Higher efficiency – Increased motivation – Develops the skills of your team – Better distribution of work through the group– Faster decision-making
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Advantages of Delegation
• The organization: increased productivity.
• The department / team: becomes more enthusiastic, active, and successful.
• Employees: career development, increases energy.
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Advantages of Delegation
• Build human resource capabilities
• Encouraging radical ideas and risk-taking
• Improving employee performance to an optimum level
• Being a stronger, more productive company
• Handling change easily and encouraging growth
• Bringing out the very best in people and unlocking potential51
Four Stages to Successful Delegation
• Assume that people who work for you have ability and show you have confidence in them
• Be specific about what is expected. Tell the person: – what should be done; – why it is needed; and – when it should be completed
• Tell them what should be done, but don't tell them how.
• Give credit and praise generously if a person does a good job
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Disadvantages of Poor Delegation
Signs that your delegation is failing include:
• Human Resource morale is down
• You are always working late
• Your team is confused / conflicting / tense
• Not delegating a task because you think that you would do it better than anyone else is a poor excuse. Doing this, will just make life difficult for yourself.
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• Limitations of this approach: assigning authority does not mean that someone has the ability, motivation, and understanding necessary to perform.
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Disadvantages of Poor Delegation
• Are the involved parties coming to you angry and confused? Delegating a project to one department is likely to have implications for other departments. Keep it in mind as you delegate.
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Disadvantages of Poor Delegation
Deliberate Redundancy• If you're thinking that assigning the
same task to multiple managers inspires healthy competition, you're sadly mistaken. This type of delegation actually inspires conflict.
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Disadvantages of Poor Delegation
• Much like parents who do a child's homework thinking they're helping.
• When you delegate responsibility, delegate the earned positive/negative consequences.
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Disadvantages of Poor Delegation
Delegating to weakness• Delegating tasks outside the scope of
one's competence. • Classic examples of this include putting
the financial officer in charge of marketing.
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Disadvantages of Poor Delegation
Conclusion
Effective delegation will enable you to:– develop good people, – it will save you time, and – it will give your business the characteristics of a
well-oiled machine. Poor delegation will get you:– frustration, – poor task execution, and – a group of demotivated employees.
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Employee Retention Management
“AN ORGANZATION IS KNOWN BY THE PEOPLE IT
KEEPS”
OUR ASSEST WALK OUT OF THE DOOR EACH EVENING. WE HAVE TO MAKE SURE THAT THEY COME BACK THE
NEXT MORNING
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Talent
Take away our top 30 people and we are Take away our top 30 people and we are left with a mediocre company.” left with a mediocre company.”
Bill GatesBill Gates
Great Staff RetentionGreat Staff RetentionWhy do People Stay? Why do People Stay?
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7%
11%
7%
8%15%
8%
11%
8%
12%
Excellent recruiting practices
Good communication 11%
Training opportunities
Opportunities for promotion 13%
Good pay package
Recognition of performance 15%
Strong leadership
Trust between management & employees 11%
Adequate resources to perform the job
Teamwork culture 12%
13%
Organizations with high levels of Employee Retention
38% Higher Customer Satisfaction Scores 22% Higher Productivity 27% Higher Profits
Employee Engagement Drives Business Results
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Employee Retention
Employee retention is a process in which Employee retention is a process in which the employees are encouraged to remain the employees are encouraged to remain with the organization for the maximum with the organization for the maximum period of time or until the completion of period of time or until the completion of the project. the project.
Employee retention is beneficial for the Employee retention is beneficial for the organization as well as for the employee. organization as well as for the employee.
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Defining HR Retention
“ “ The extent to which an employee is The extent to which an employee is committed to their work and their committed to their work and their organization, and the extent to which this organization, and the extent to which this commitment impacts their performance and commitment impacts their performance and intent to stay with the organization.”intent to stay with the organization.”
““ A positive attitude held by the employee A positive attitude held by the employee towards the organisation and its values.”towards the organisation and its values.”
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So What is it?
Based on these definitions, HR retention is Based on these definitions, HR retention is the total of the behaviour employees the total of the behaviour employees espouse in the organisation which espouse in the organisation which primarily should be characterised by: primarily should be characterised by:
BeliefBelief in the organisation in the organisationDriveDrive to work and make things better to work and make things betterRespectRespect and support for others and support for others DesireDesire to learn new skills to learn new skills
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Retention is Commitment Based
Rational Commitment:Rational Commitment: Employees believe they will personally benefit - Employees believe they will personally benefit -
financially, developmentally, or professionally financially, developmentally, or professionally from the team or organization. from the team or organization.
It makes sense for them to stay with the It makes sense for them to stay with the organization.organization.
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Retention is Commitment Based
Emotional Commitment: Emotional Commitment: Believing in, valuing, or enjoying their day-to-day Believing in, valuing, or enjoying their day-to-day
work, teams, managers or organizations. work, teams, managers or organizations. Because they can make a link between their role Because they can make a link between their role
and organizational objectives and value system, and organizational objectives and value system, and they enjoy or find fulfillment in the workand they enjoy or find fulfillment in the work
7070
Role Based Levels of Retention
There are five work related roles that an employee can assume There are five work related roles that an employee can assume and these are:and these are:
Job Holder Role:Job Holder Role: employees come to work and do the job that is employees come to work and do the job that is listed in their job description.listed in their job description.
Team member role:Team member role: employees go “above and beyond” to help employees go “above and beyond” to help members of their team work toward common goals. members of their team work toward common goals.
Entrepreneur role:Entrepreneur role: employees come up with new ideas and try employees come up with new ideas and try to get those ideas implemented.to get those ideas implemented.
Career role:Career role: employees do things to enhance their career in the employees do things to enhance their career in the organisation; they learn, they adapt new skills, and more.organisation; they learn, they adapt new skills, and more.
Organisation member role:Organisation member role: employees do things that promote employees do things that promote and help the company even if it’s not part of their jobs or their and help the company even if it’s not part of their jobs or their team’s duties. team’s duties.
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Employee Retention Employee Retention StrategyStrategy
“Here Today, Here Tomorrow”
Transforming your workforce from High-Transforming your workforce from High-Turnover to High Retention.Turnover to High Retention.
To do this we need first to look at the main To do this we need first to look at the main reasons for;reasons for;
Why work for Employees Retention?Why work for Employees Retention? Why Do Employees Stay?Why Do Employees Stay?
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WHY ORGANZATIONS FOCUS ON EMPLOYEE RETENTION
NEW EMPLOYEE HIRING COSTNEW EMPLOYEE HIRING COST
TO KEEP PRODUCTIVITY MAINTAINEDTO KEEP PRODUCTIVITY MAINTAINED
TO RETAIN POTENTIAL TALENTTO RETAIN POTENTIAL TALENT
TO RESCUE FROM THE LEAKAGE OF TO RESCUE FROM THE LEAKAGE OF IMPORTANT INFORMATIONIMPORTANT INFORMATION
TO MAINTAIN GOOD INTERNAL RELATIONSHIPTO MAINTAIN GOOD INTERNAL RELATIONSHIP
HRCritical Findings
One Out of Every Three People Plan on Leaving in
the Next Two Years
Hay Group, USA
One Out of Every Three People Plan on Leaving in
the Next Two Years
Hay Group, USA
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Critical FindingCritical FindingIt Costs Much More to Replace Employees Than to Keep Them
It Costs Much More to Replace Employees Than to Keep Them
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Have you ever hired Have you ever hired the wrong person?the wrong person?
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Hire the Right People
How Do You Know What the RIGHT Person Looks
Like?
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Typical Hiring Practices
Failure to Failure to detect detect motivational fit with jobmotivational fit with job Applicants Applicants "exaggerate" "exaggerate" to get a jobto get a job Most hiring decisions made by Most hiring decisions made by intuitionintuition
during the first during the first few few minutes of the minutes of the interview interview
Two out of three hires prove to be a Two out of three hires prove to be a bad fit bad fit within the first yearwithin the first year
Most interviewers Most interviewers not properly trainednot properly trained Excellent employees placed in the Excellent employees placed in the wrong wrong
jobs jobs grow grow frustratedfrustrated when unable to when unable to utilize their strengthsutilize their strengths
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Why Good People Quit?
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Why Good People Quit
Poor match between the person and the job
Poor fit with the organizational climate and culture
Poor alignment between pay and performance
Poor connections between the individual, their coworkers, and the supervisor
Poor opportunities for growth and advancement
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Lack of respect
Very Few Supportive colleagues:
Organization is more concern toward business
Increase in favoritisms 8181
Reasons why an employee leaves an organization
Employee needs pride in where they work & what they do
Lack of appreciation
Lack of challenges in job
The job or workplace was not as expected
8282
Reasons why an employee leaves an organization
The Mismatch Between Job and Person
Too Little Coaching and Feedback
Lack of support
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Reasons why an employee leaves an organization
Stress From Overwork and Work-Life imbalance
Loss of Trust and Confidence in Senior Leaders
Less frequency in giving rewards.
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Reasons why an employee leaves an organization
Key FindingKey Finding
Money may attract people to the front door but something
else is needed to keep them from going out
the back.8585
Employee Retention Strategies
The basic practices which should be kept in mind in the employee retention strategies are:
Hire the right people in the first place. Empower the employees: Give the employees the authority to
get things done. Make employees realize that they are the most valuable asset
of the organization. Have faith in them, trust them and respect them. Provide them information and knowledge.
Employee Retention StrategiesThe basic practices which should be kept in mind in the employee
retention strategies are:
Keep providing them feedback on their performance. Recognize and appreciate their achievements. Keep their morale high. Create an environment where the employees want to work and have fun. Creating diversity at work place rather than clones and uniformityCreating diversity at work place rather than clones and uniformity Re-recruit star employees back into organization Compensation should be market linked and not internally focused.
Conclusion
Employers who are able to minimize their employee turnover are going to emerge stronger and healthier than those competitors who can’t retain their employees.
Do everything you can to make sure that you keep your employees happy, engaged, and productive.
ConclusionConclusion
FACILITATOR
Prof. Dr. Mohammad Majid Mahmood