Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Essay:
Welcome any and all suggestions [...]
4. Decide together on the best solution. Seek consensus in doing this" (Bruce and Pepitone, 1998)
The solution presented above has the direct benefit of involving the employees in the decision making process. This will make them feel that they are valuable assets for the organization and will increase their morale. However, to ensure that the staff members increase their performances as well, the leaders at the CAB have to offer them a wide series of incentives. These could include (but are not limited to): wage increases, premiums and bonuses, more flexible schedules, more extensive benefit plans, opportunities for promotions, training and professional development programs, day care centers for their children or more holydays and personal days
5. Changes in the Managerial Style and the Organizational Culture
Following the 1980s, the business community and the public sector have been struggling with reduced levels of quality, high employee turnover rates and absenteeism. "These weaknesses are associated with the most common organizational cultures and leadership styles. The premise for change is that such styles alienate the workforce, through failing to provide a genuine sense of involvement in and commitment to corporate goals. The basic challenge, then, is to find ways of 'power sharing' in the interests of productivity gains. The proposed approach is through participation and involvement" (Rickards and Clark, 2006)
All of the strategies proposed to resolve the issues of recruitment, retention, dissatisfactions and absenteeism revolve around the strategic concepts of change. And this change refers to features in both organizational culture, as well as managerial style. In terms of organizational culture, the managers at the Citizens Advice Bureau have to implement an opened culture, based on clear and direct communications. They must encourage the staff members to address any claim or dissatisfaction and stress on the need for a resolution. This process is a complex one and must commence with a change in mentality.
In terms of managerial style, the leaders at the CAB have generally implemented an autocratic stand, in which all decisions would be made by the manager and the sole task of the employee would be to blindly execute. The autocratic leadership style should be replaced with a democratic one, in which the decisions are made after consultations and are aimed to satisfy all parties involved. This would further increase the satisfaction and morale of the staff members, who would feel cherished and valued by the institution.
6. Final Remarks
The contemporaneous society needs public services more than ever, but the employees in the public sector are generally discontented with their jobs, leading to high levels of absenteeism, high turnover rates, lack of motivation and difficulties in recruiting. The best way to addressing these shortages is through the implementation of strategic management concepts. These basically identify and efficiently solve problems in order to help the institution reach its overall goals.
As the Citizens' Advice Board is currently facing four problems, it was only natural for the proposed solution to address all four issues. In this order of ideas, in terms of difficult recruiting, the CAB should increase the appeal of the job by presenting potential candidates with the opportunities the position would offer them. Then, relative to absenteeism, the first step is that of identifying the root causes of each situation and developing customized solutions. The basic idea behind reducing absenteeism is that of offering employees the incentives they need to feel satisfied on the job. The situation is similar in terms of employee turnover rates, as the root causes must first be identified, and then a customized solution must be implemented. Finally, in the direction of increasing employees' on the job satisfaction, the leadership at CAB must engage in open conversations and find solutions that mutually satisfy the parties. They must also offer a wide series of incentives that increase employee morale and motivation, with the ultimate purpose of increasing on the job performances.
The commonality of all the strategic courses of action proposed is that none of them stands chances of success on its own. Also, they are all based on the premises that the Citizens' Advice Bureau will implement the processes of change relative to its culture and managerial style. The culture has to be more permissive and open, and the managerial style has to metamorphose from an autocratic one, into a more democratic one.
Bruce, a., Pepitone, J.S., 1998, Motivating Employees: A Briefcase Book, McGraw Hill Professional
Cascio, W.F., Boudreau, J.W., Ramstad, P.M., 2008, Investing in People: Financial Impact of Human Resource Initiatives, FT Press
David, F., 1989, Strategic Management, Columbus Merrill Publishing Company
Joyce, P., Woods, a., 2001, Strategic Management: A Fresh Approach to Developing Skills, Knowledge and Creativity, Kogan Page Publishers
Prowle, M., 2000, the Changing Public Sector: A Practical Management Guide, Gower Publishing Ltd.
Rickards, T., Clark, M., 2006, Dilemmas of Leadership, Taylor and…[continue]
"Public Sector Strategy And Leadership" (2009, January 14) Retrieved October 27, 2016, from http://www.paperdue.com/essay/public-sector-strategy-and-leadership-25469
"Public Sector Strategy And Leadership" 14 January 2009. Web.27 October. 2016. <http://www.paperdue.com/essay/public-sector-strategy-and-leadership-25469>
"Public Sector Strategy And Leadership", 14 January 2009, Accessed.27 October. 2016, http://www.paperdue.com/essay/public-sector-strategy-and-leadership-25469
It relies on the vision of the state you choose to subscribe and it depends upon the costs and benefits of a few highly imperfect social institutions: market trends and the public sector. (Bovaird, Loffler, 2003, p. 25) The public sector is a ubiquitous social institution having grown in size and complexity within the last fifty years. Nevertheless, this is a linear development. Whereas the development belonging to the
HRM Leadership and HRM in the Public Sector At the national level, leadership in human resource management has been problematic, if not negative, in its effects. The Civil Service Reform Act of 1978 and related legislation established the Office of Personnel Management (OPM) to provide leadership and innovative personnel programs for the federal establishment. Instead, in the first ten years after its creation, OPM established a record of missed opportunities, failed initiatives,
Organizational Change in the Public Sector This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major
Auditing function has undergone several transformations from the periods when it was simply a function of giving opinion but also to an error where auditors are looked upon to offer advisory roles. The auditors should therefore advice the government on the impacts of their operations on the public and on other improvements that can be made to maximize on the service delivery. In pursuing their taxation policies and fiscal
Notes On Public Sector Reform and Performance Managementa Australia 1997. Sector Management Act Review Report, viewed 2 October 2005. http://www.dpc.wa.gov.au/psmd/pubs/exec/machgovt/kelly/summary.pdf] Organisation for Economic Cooperation and Development (OECD) 2001, Publlic sector leadership for the 21st Century, OECD, Paris. Pollitt, C 2003, The essential public manager, Open University Press, Maidenhead. Shergold, Peter 2004, Australian Public Sector Governance: Speech at CCH Manual Launch. Viewed 2 October 2005. http://www.pmc.gov.au/speeches/shergold/public_sector_governance_2004-08-05.cfm Sethi, D 1999, 'leading from the middle', Human Resource
Organizational Change and Development in Public Sector Additional points are in red per Rewrite Edition April 6, 2012 Organizational Change and Development in the Public Sector One of the most challenging aspects of organizational change is defining a compelling enough vision for associates and employees to concentrate on so they see the value of changing how they work and why. Empirically-based studies indicate that transformational leaders are the most effective at clearly defining and
Sun Tzu informs that we cannot punish people until they feel loyalty to us: namely, until they consider themselves members of our group. 10. Keep them guessing This quality may be pertinent only to leaders of a business / corporation. Her Sun Tzu advises keeping one's strategies and plans concealed from one's competitor so that one retains competitive advantage. III. Conclusion The Art of War, maintains Sun Tzu, is "a matter of life