Chapter 6.ppt-personal skills in public organization
- 1. Personal Skills In Public Organization Chapter 6
- 2. Elements of Managerial Work management scholars have identified nine elements as common activities of managers: 1.Playing the role of figurehead and leader 2. Acting as liaison. 3. Monitoring 4. Allocating resources – human, financial, and physical resources.
- 3. 5. Handling disturbances 6. Negotiating 7. Innovating. 8. Planning. 9.Directing subordinates
- 4. Distribution of Time among Work Elements Studies of how managers spend-their time often use terms such as tactical, frenetic, reactive, troubleshooting, and constant interruptions. Effective managers have general agendas that enable them to quickly gather large amounts of information and make the correct decisions to further those agendas
- 5. Managerial interaction and communication It is widely accepted that between two-thirds and four- fifths of manger’s day is spent giving or receiving information , and that most of this giving and receiving takes place in face-to-face interactions . Communication is clearly dominant activity in a manager’s day .
- 6. Informal aspects of managerial work Unfortunately , it is difficult to provide universal descriptions of the informal aspects of management . There is , for example, considerable debate over whether the informal aspects of the manager’s role are good or bad that is Whether they contribute to or detract from the organization’s goals .
- 7. Personal Burnout in Public organizations There are several factors that cause personal burnout 1.Continuously high stress levels 2.Discouragement of hierarchical staff interaction 3.Constant demands for perfection 4.Expectations of extra effort with minimal rewards 5.No reinforcement for suggestions on improving morale 6.High instance of work overload
- 8. 7. High number of dead-end jobs 8. Poor communication and feedback 9. Repetitive work activities 10. Minimal additional resources available for extra- effort . 11. Lack of encouragement for professional development 12. Discouragement of mutual participation 13. Evangelistic leadership styles 14. Policy changes unrelated-to problem priority 15. Policy changes too frequent to be evaluated
- 9. Tools of Reducing Personal Burnout in Public Organization 1-Improving the Personal Skills of Public Administrator: Public administrators like managers in any organization are normally vulnerable to stress related problems . As a result , they should be attentive to ways of altering their behavior patterns to reduce the possibility of impairment ( either illness or reduced effectiveness )
- 10. 2-Relaxation Techniques Specific relaxation techniques can help moderate either immediate or long-term stress . Such as : Deep-breathing exercises visualizing and rehearsing upcoming situations diverting your attention to more pleasant times Four essential elements elicit the relaxation response A quiet environment. A mental device such as a word or phrase that should be repeated in a specific way over and over. Adoption of a passive attitude A comfortable position.
- 11. 3-Time Management your ability to use time effectively will be one determinant of your success as a manager Time management begins with establishing goals Goals are the heart of time management; everything else is just a tactic or a technique. 4-Creativity and Problem Solving One of the most important personal skills for managers is the capacity for creative problem solving
- 12. 5-Power and Leadership The capacity to understand power is essential in modem organizations of all types. power is a far narrower term than leadership To achieve their organizational social power goals , leaders must possess some social powers.
- 13. The bases for the leaders social power includes : 1. Reward power: the ability to meet the needs of another, or control the other by rewarding the desired behavior 2. Punishment power: The ability to deliver a painful or punishing outcome to others, and hence controls them by their desire to escape the punishment
- 14. 3. Expert power: power based on the ability to understand, use, and deliver information that others-need. 4. Legitimate Power: control or influence exerted by virtue of one’s holding a particular position in the organizational structure 5. Referent Power: liking, charisma, or the desire to comply with someone's wishes because you are attracted to him or her are examples of referent power
- 15. Motivating in Public Organization A person must have or be able to call upon the right mix of skills and abilities to do a job and must be motivated to do the job well.
- 16. Methods of motivating public employee A- Pay and Job Satisfaction When one thinks of motivation in a managerial context, pay is a subject that naturally comes to mind Herzberg (1959) argued that two sets of variable were relevant to the question of motivation one set, “hygiene factors,” related job satisfaction the other set, “motivators,’ related to job satisfaction.
- 17. B- Reinforcement Theory Of several responses made to the same situation, those which are accompanied or closely followed by satisfaction (reinforcement), will be more likely to occur; Those which are accompanied or closely followed by discomfort (punishment) .
- 18. C-Goal Setting A goal is a desired state of affairs one attempts to realize. Research indicates at least eight necessary characteristics for a goal to have maximum motivational impact: 1. It is best to write down a goal rather than to just keep it in mind 2. The goal should be as specific as possible. 3. The means for verifying whether a goal has been achieved should be specified.
- 19. 4. A date or time by which the goal is to be accomplished should be specified. 5. A goal should be perceived as attainable 6. Although a goal should be attainable, it should also be challenging 7. the goal must be understandable to people 8. It was originally thought that if the people did not take part in setting goals, they would reject them