Overview of Managing Public & Nonprofit Org.

1
Overview of Managing Public Nonprofit Org.

• Catastrophies such as 9/11 and Katrina underscore
  the importance of effective organization and
  management of public organizations
• However, we are ambivalent about governmentits
  a love-hate relationship often influenced by
  ideology

2
What is Management?

• Many different perspectives and frameworks for
  studying management
• We will focus on organization theory and behavior
  from a public perspective
• Our basic framework will examining the
  structures, processes and people of public and
  nonprofit organizations
• See p. 18 of Rainey for a broad definition of an
  organization

3
Course Topics

• Foundational theories
• Environment and networks
• Forms of organizing
• Leadership, power org. culture
• Motivation
• Communication conflict
• New governance

4
The Study of Management is Important!

• Consider rise of MPA programs like UNCW
• Need to address nonprofits as well as government
  orgs (QENO)
• Management as a second profession

5
Major Schools of Thought

• Purpose of studying management is to build your
  conceptual tool kit that is, provide multiple
  frameworks or perspectives for understanding
  orgs. and situations. Examples
• Scientific Management Theory
• Administrative Management Theory

6
Major Schools of Thought

• Human Relations Theory
• Human Resources Theory
• Systems Theory
• Quality Management Theory
• Organizational Culture Leadership Theory

7
Learning from Experience

• We will learn about management by integrating
  theory (Rainey Tompkins) and practice (Ashworth
  and each other).
• Observe your bosses carefully
• -- learn from both the good and the bad
• -- importantly, tell them what they need to
  know, not what they want to hear (tactfully!)

8
Learning from Experience

• Ethics must be the foundation for practice
• -- first, trust your instincts (dont ignore
  discomfort)
• -- second, draw on multiple sources of guidance
  for how to conduct yourself (upbringing, faith,
  loyalty to superiors and organization, history,
  personal conscience)
• -- for public service career, look particularly
  close to democratic and constitutional
  imperative
• (p. 165 in Ashworth)

9
Learning from Experience

• Develop a persona like an egg with a semi-porous
  shell
• There is a substantial universality of experience
  in public service that transcends geography or
  agency
• You are permitted to get frustrated, but never
  thoroughly discouraged or disenchanted

10
Learning from Experience

• You cant learn unless you get into the fray!
• Stretch your comfort zonetake on new tasks or
  challenges that scare you a bit!

11
Foundational Theories

• The Systems Metaphor
• -- inputs, throughputs, outputs
• -- feedback (single vs. double-loop)
• -- closed vs. open or adaptive systems
• Frederick Taylor and Scientific Management
• -- each task can be broken down and one best
  way discovered to attain most efficient process

12
Foundational Theories

• Max Weber and the Ideal Bureaucracy
• -- based on legal and rational forms of
  authority rather than tradition or
  charisma-based
• -- focus on hierarchical lines of authority,
  rules, consistency, specialized expertise,
  stability
• -- raised concerns about need for individual
  freedom, creativity, flexibility

13
Foundational Theories

• Administrative Management School Principles of
  Administration
• -- POSDCORB
• -- span of control (between 6-10 subordinates)
• -- one master for each subordinate
• -- clear delegation and accountability
• -- task homogeneity dissimilar tasks should
  not be grouped together
• -- significant contribution, but what about
  people?

14
Foundational Theories

• Mary Parker Follett and the Law of the Situation
• -- the giving of orders should be based on a
  shared understanding between superiors and
  subordinates of the particular situations and
  what it requires
• Hawthorne Studies Discovery of Human Beings in
  the Workplace
• -- social situation and psychology matters

15
Foundational Theories

• Chester Barnard and The Importance of the
  Executive
• -- leaders induce and coordinate key
  cooperative activities
• -- incentives matter, not just money but also
  power, prestige, fulfillment of ideals
• -- leaders are key in shaping organization
  culture
• -- the informal organization is as important to
  understand as the formal structure

16
Foundational Theories

• Herbert Simon and Bounded Rationality
• -- focus on how decisions are made in
  organizations
• -- strictly rational decisions and choices are
  impossible in complex situations
• -- administrators satisfice or choose the
  best of a limited set of alternatives within the
  constraints of limited information and time

17
Foundational Theories

• Kurt Lewin and Organizational Change
• -- groups and individuals maintain a
  quasi- stationary equilibrium in their
  attitudes and behaviors
• -- equilibrium results from a balance between
  forces pressing for change and those pressing
  against change (basis for force field analysis)
• -- must unfreeze and refreeze

18
Foundational Theories

• Organizational Development
• -- Action research
• -- Participative decision making (PDM)
• Human Relations School
• -- Maslows hierarchy of needs
• -- McGregors Theory X and Theory Y

19
Foundational Theories

• Contingency Theory
• -- organizations are open systems that respond
  to social, economic and technological
  imperatives (Tavistock Institute)
• -- successful firms must have internal
  structures as complex as their environments
  (Lawrence Lorsch)
• -- organizations tend to be organic or
  mechanistic (Burns Stalker)

20
Distinctive Context of Public Management

• Fragmented Authority
• -- multiple masters
• Open and Responsive Decision Process
• -- operating in a goldfish bowl
• Ambiguous and Intangible Goals
• -- difficult to define and control success

21
Distinctive Context of Public Management

• Procedural Constraints
• -- emphasis on accountability restrains
  managerial discretion
• Political Constraints
• -- numerous stakeholders with varying levels of
  influence depending on the issue
• -- places premium on negotiating, conflict
  resolution and coalition-building skills

22
Distinctive Context of Nonprofit Management

• Working With/Under a Board
• Funding Constraints
• -- grants, foundations, donors
• Mission-Driven vs. Money-Driven
• Competition vs. Collaboration
• Managing volunteers

23
Distinctiveness of Public Management

• Working with Politicians
• -- very current-issue oriented
• -- they are on top
• -- a manager must keep professional distance
  and avoid inserting personal views
• -- their world is trade-offs, swapping, making
  deals, comprising
• -- you must be focused when you need them
• -- you must be willing to be the fireplug

24
Distinctiveness of Public Management

• Working with the Press
• -- consider them another branch of government
• -- be very careful about off the record
  comments (the recorder is always on!)
• -- consider their point of view
• -- be brief try to boil down complex issues
• -- dont make assumptions about what they know
• -- dont let them control the interviewknow
  the one or two points you want to make and bore
  in

25
Environment of Public Organizations

• Environmental scanning can be an effective tool
  for understanding organizational structure
  behavior
• -- technological conditions
• -- legal conditions
• -- political conditions
• -- economic conditions

26
Environment of Public Organizations

• Environmental scanning (contd)
• -- demographic conditions
• -- ecological conditions
• -- cultural conditions
• Organizations are impacted by their environments
  but can enact their own environment as well

27
Environment Key Concepts

• Turbulence and interconnectedness characterize
  the environments of most public organizations.
• Organizations can adapt their structures in
  response to their environment, or they can change
  their niches.
• -- huge issue with nonprofits!

28
Environment Key Concepts

• Efficiency not necessarily the highest priority
  in the design of U.S. government
• -- external authorities, the media, interest
  groups and citizens also demand effectiveness,
  timeliness, reliability, and reasonableness
• -- remember the three Es efficiency,
  effectiveness and equity sometimes
  uncomfortable bedfellows!

29
Competing Values Framework

• How to make sense out of all the different org.
  theories and perspectives in a way that us useful
  toward understanding org. and org. behavior?
• Quinn Rohrbaugh suggest it boils down to the
  specific criteria or values being used to
  assessand they all are important depending on
  the context.

30
Competing Values Focus

• Internal concern with well-being of employees
• External concern for the well-being of the
  organization

31
Competing ValuesStructure

• Concern for flexibility and change
• Concern for stability and control

32
Competing Values Framework

• Parsons to be a viable social system an
  organization is subject to functional
  imperatives
• Adaptive Function
• -- acquire resources and adjust to forces in
  external environment
• Goal Attainment Function
• -- develop plans and direct their
  accomplishment

33
Competing Values Framework

• Integrative Function
• -- coordinate the work activities toward goals
• Pattern Maintenance Function
• -- ensure continued commitment of members
• Tension Management Function
• -- iron out tensions that inevitably arise

34
Competing Values Framework

• Means-oriented values
• -- cohesion, morale, communication, planning,
  goal-setting
• Ends-oriented values
• -- growth, resource acquisition, productivity

35
Competing Values Framework

• When these three dimensions are juxtaposed, they
  reveal four competing models of org.
  effectiveness
• -- human relations model (Quadrant 1)
• -- open systems model (Quadrant 2)
• -- rational goal model (Quadrant 3)
• -- internal process model (Quadrant 4)

36
Competing Values Framework

• Contradictions abound between different values
  and frameworks
• However, organizations face such competition
  among values
• Successful managers must balance or concurrently
  manage competing values
• Consider how Blast in Centralia case illustrates

37
Focus on Goal Attainment (Q3)

• Rational Goal Model
• Importance of planning goal setting
• Focus on productivity efficiency
• Leadership role is Director Producer

38
Focus on Goal Attainment (Q3)

• Organizations are goal-directed, purposive
  entities.
• A basic assumption is that public organizations
  will perform better if the people in them clarify
  their goals and measure progress against them.
• Reflects the huge investment in stating goals and
  performance measures.

39
Focus on Goal Attainment (Q3)

• Roots of rational goal model are in the
  Scientific Management, Administrative Management,
  and Bureaucratic Theories
• Critical managerial task of a Director is to set
  clear goals, plan, measure against them, and hold
  people accountable for the results

40
Focus on Goal Attainment (Q3)

• However, in the public and nonprofit sectors,
  goal setting is a huge challenge
• -- no bottom line like private sector
• For example, goals can be ambiguous, multiple,
  and conflicting
• -- result can be debilitating for employees

41
Focus on Goal Attainment (Q3)

• Major tool for addressing the goal challenge is
  Strategic Planning Management
• Key elements
• -- establishing clear vision and mission
• -- conducting SWOT analysis
• -- identifying key strategic issues
• -- identifying short long-term goals in
  support

42
Focus on Internal Processes (Q4)

• Importance of information management and
  communication
• Focus on stability and control
• Leadership role is Coordinator Monitor

43
Focus on Internal Processes (Q4)

• Roots of internal processes model is
  bureaucratic theory
• Basic assumption is that organizational
  performance is enhanced by maximizing rationality
  through
• -- fixed official duties, hierarchy of
  authority, system of rules, task specialization
  and written documentation

44
Focus on Internal Processes (Q4)

• Critical managerial task as a Coordinator
  Monitor is to supervise in a top-down manner,
  ensure the standardization of work processes
  skills, integrate the efforts of work groups, and
  ensure legal compliance with rules and
  regulations.

45
Focus on Internal Processes (Q4)

• The focus on internal processes is critical, but
  the bureaucratic model presents serious
  challenges
• -- emphasis on impersonal application of rules
  procedures (creates alienation or anomie)
• -- dehumanizing impact on workers
• -- specialization hierarchy creates
  communication obstacles narrow sense of
  responsibility
• -- institutional rigidity and goal displacement

46
Focus on Internal Processes (Q4)

• Tools that address the challenges of bureaucracy
  are adjusting organizational structures and
  organizing through work groups or teams
• Different org. structures include
• -- by function
• -- by program, product or service
• -- by matrix, client or process (see Graham
  Hays reading)

47
Focus on Internal Processes (Q4)

• Focus on groups or teams came about because they
  influence communication and conflicts among their
  members and between themselves and other groups.
• Groups teams also seen as a way of dealing with
  the problems created by bureaucracy

48
Focus on Internal Processes (Q4)

• Group participation in decision making can
  enhance the quality of decisions and acceptance
  of change within an organization (SNF stages)
• Groups can bring more knowledge, info, and
  approaches than individuals
• Groups can provide sense of belonging or cohesion
  within an impersonal bureaucracy

49
Focus on Internal Processes (Q4)

• A well-documented problem with groups is
  Groupthink, or tendency towards unconscious
  conformity by memberssymptoms are
• -- stereotyping the opposition, overestimating
  ones own position, stifling dissent
• See Rainey (p. 338) for tips to avoid this
  phenomenon

50
Focus on Human Relations (Q1)

• Importance of cohesion and morale
• Focus on human resource development
• Leadership role is Mentor Facilitator

51
Focus on Human Relations (Q1)

• Roots of human relations model in work of Mary
  Parker Follett, Fritz Roethlisberger, and Elton
  Mayo.
• Basic assumption is that the human side of
  organizations matterfocusing on goals, structure
  and processes tells us nothing about how to
  manage people effectively.

52
Focus on Human Relations (Q1)

• Follett believed that humans have an inherent
  need to associate with others, develop social
  bonds, and participate in collective life.
• Humans have a need for self-expression and for
  self-realization through groups.

53
Focus on Human Relations (Q1)

• Follett was a pioneer in modern conflict
  resolution through her concept of integrationa
  useful conceptual tool.
• She argued that conflict is typically resolved
  through either domination or compromise. Both
  techniques are flawedwhy?

54
Focus on Human Relations (Q1)

• Integration is achieved by intermingling the
  ideas and perspectives of each party as concerns
  are discussed (called interpenetration).
• As mutual understanding and a sense of
  interdependence are created, new ways of thinking
  about the situation emerge that integrate
  interests (instead of positions).

55
Focus on Human Relations (Q1)

• Another useful concept from Follett is the law
  of the situation.
• One person should not give orders to another
  person, but both should agree to take their
  orders from the situation.
• Implications for management?

56
Focus on Human Relations (Q1)

• Mayo focused on adverse effects of social
  disorganization and irrational tendencies of
  otherwise normal individuals in the workplace.
• Roethlisberger focused on organizations as social
  systems and significance of aligning the formal
  and informal organization.

57
Focus on Human Relations (Q1)

• Classic research studies fueled the human
  relations model.
• Hawthorne studies showed that higher morale
  improved productivity by
• -- relaxed supervision (less fear anxiety)
• -- social cohesion or solidarity
• -- personal attention/sympathetic treatment
• -- participative decision making

58
Focus on Human Relations (Q1)

• Bank Wiring Observation Room
• -- output can be determined by group norms
  rather than individual effort and skill (rate
  busters or chiselers socially ostracized)
• -- social cliques within the organization
  established informal status levels and addressed
  problems outside of the formal structure and
  hierarchy

59
Focus on Human Relations (Q1)

• The focus on humans has had a tremendous impact
  on the understanding of decision making.
• Decision making from a rational goal (Q3) and
  internal process (Q4) perspective highlights the
  rational decision making process.

60
Decision Making

• Rational Decision-Making Model
• 1. Decision makers know all the relevant goals
  clearly
• 2. Decision makers clearly know the values used
  in assessing those goals and know their
  preferences among the goals and can rank order
  them.
• 3. All alternative means for achieving the
  goals are examined.
• 4. They choose the most efficient of the
  alternative means for maximizing the goals.

61
Decision Making

• However, in reality managers strive for
  rationality, but cognitive limits, uncertainties,
  and time limits create a condition of bounded
  rationality.
• Thus managers do not maximize rationality, they
  satisfice.

62
Decision Making

• Managers practice incrementalism, or muddle
  through by concentrating on increments to
  existing circumstances or conditions (e.g.,
  incremental vs. zero-base budgeting).
• Also, requirement for political consensus and
  compromise bureaucratic cultures and power chip
  away at attempts to act rationally (Graham
  Allison).

63
Decision Making

• March Olson suggest that a garbage can is the
  best metaphor for decision making in the real
  world
• Decision making occurs when a variety of
  elements come together the right problem arises
  when the right decision-making participants are
  receptive to an available solution, all coming
  together in a choice opportunity. The model
  emphasizes that the linkages between these
  elements are as much coincidental as they are a
  product of rational calculation (Rainey, p. 168).
• Implications for manager?

64
Decision Making

• The human relations model also points out the
  impact of personality on decision making
  (consider the Myers-Briggs Type Indicator).
• -- Extroversion-Introversion
• -- Sensing-Intuition
• -- Thinking-Feeling
• -- Judgment-Perception
• Implications for manager?

65
Focus on Adaptation Function (Q2)

• Importance of flexibility readiness to succeed
  in an uncertain environment
• Focus on growth and resource acquisition
• Leadership role is Innovator Broker

66
Focus on Adaptation Function (Q2)

• Roots of adaptation function is in the work of
  open systems theorists such as Katz Kahn and
  James Thompson.
• KK emphasized the role played by environmental
  or external forces in shaping organizational
  norms structures and internal stresses and
  strains.

67
Focus on Adaptation Function (Q2)

• Thompson described how organizations must engage
  in exchange relationships with other org. to
  obtain needed resources and develop strategies
  for maintaining their dependence (e.g., exerting
  control over other org., altering their internal
  structures, redefining their goals).

68
Focus on Adaptation Function (Q2)

• An increasingly chaotic, rapidly changing world
  has heightened the importance of this quadrant.
• Emphasizes the importance of concepts such as
  feedback mechanisms, assessment, benchmarking,
  and strategic planning.
• Implications for managers?

69
Crisis Management Lessons

• After immersing ourselves in major
  org./management models and their underlying
  values and dominant perspectiveswe will focus on
  cross-cutting, major management themes.
• Crisis management is useful to study because of
  what stress reveals about an organization.

70
Crisis Management Lessons

• Practical Tips
• -- Explicitly acknowledge wrongdoing
• -- Fully accept responsibility
• -- Express regret
• -- Identify with injured stakeholders
• -- Ask for forgiveness
• -- Seek reconciliation with injured stakeholders

71
Crisis Management Lessons

• Practical Tips
• -- Fully disclose information related to the
  offense
• -- Provide an explanation that addresses
  legitimate expectations of the stakeholders
• -- Offer to perform an appropriate corrective
  action
• -- Offer appropriate compensation

72
Crisis Management Lessons

• Repeated failure to follow guidelines can reveal
  underlying management problems
• -- Goal displacement
• -- Dehumanization/technicism
• -- Inappropriate organization culture

73
Crisis Management Lessons

• Sharing harsh truths with the public
• Accepting the burden of higher expectations
• Establishing appropriate accountability systems
• Fostering trust by building community

74
Organizational Culture

• Schein definition patterns of shared basic
  assumptions that the group has learned as it
  solved its problems that has worked well enough
  to be considered valid and, therefore, to be
  taught to new members as the correct way to
  perceive, think and feel in relation to those
  problems.

75
Organizational Culture

• Cultures have three levels
• Artifacts
• -- visible organizational structures
  processes
• Espoused Values
• -- strategies, goals, philosophies stated
  theories
• Basic underlying assumptions
• -- unconscious, taken-for-granted beliefs,
  perceptions, thoughts and feelings theories
  in-use

76
Leadership Theories

• Trait Theories
• -- search for characteristics associated with
  those considered effective leaders, e.g.
• -- intelligence
• -- physical stature or prowess
• -- enthusiasm
• -- persistence
• -- energy
• However, no consistent common set!

77
Leadership Theories

• Ohio State Studies
• -- concern for relationships with subordinates
• -- emphasis on setting standards, assigning
  roles, pressing for productivity and performance
• -- set the stage for further research on these
  two dimensions of leadership behavior

78
Leadership Theories

• Blake and Mouton Managerial Grid
• -- characterized organizations according to
  concern for people and concern for production
  (building on Ohio State Studies)
• -- developed grid with four types of
  leadership
• -- authority-obedience management
• -- country club management
• -- impoverished management
• -- team management (ideal)

79
Leadership Theories

• Situational Leadership
• -- best style of leadership depends on the
  situation e.g.
• -- Directive leaders gives specific directions
  and expectations
• -- Supportive marked by encouraging,
  sympathetic relations
• -- Achievement-Oriented set high goals
• -- Participative encourages opinions/suggestio
  ns

80
Leadership Theories

• Transactional vs. Transformational Leadership
• Transactional lead by tangible incentives
  (sticks and carrots)
• Transformational lead through vision

81
Leadership Theories

• Transformational Behaviors
• -- idealized influence
• -- intellectual stimulation
• -- individualized consideration
• -- inspirational motivation
• Transactional Behaviors
• -- contingent reward
• --passive or active management by exception

82
Leadership Theories

• Ethical Leadership
• -- managers do things right leaders do the
  right thing managing and leading are
  different!
• Servant Leadership
• -- inverted paradigm of traditional concept of
  the leader on top who influences followers role
  of leader is to empower subordinates, give them
  what they need to shine lead from behind

83
Leadership Issues

• Are leaders made or born?
• Differences in male vs. female leadership styles
• Management/leadership as a second profession
  (beyond technical competence)

84
Work Motivation

• Maslow Needs Hierarchy
• -- Physiological Needs
• -- Safety Needs
• -- Social Needs
• -- Self-Esteem Needs
• -- Self-Actualization Needs
• McClelland
• -- need for Achievement, Power Affiliation

85
Work Motivation

• Herzbergs Two Factor Theory
• -- hygiene factors vs. motivators
• McGregor Theory X and Theory Y
• -- people need control direction (X)
• -- people want to grow, develop, be challenged
• Equity Theory
• -- people search for equity in contributions
  rewards (psychological contract)

86
Work Motivation

• Expectancy Theory
• -- work effort is a function of the perceived
  desirability of the outcomes associated with
  working at a certain level and the expectancies
  of achieving the outcomes.
• Operant Conditioning
• -- positive negative reinforcement
• -- operant extinction
• -- punishment
• Goal-Setting Theory
• -- challenging, specific goals lead to higher
  performance

87
Work Motivation

• Job Satisfaction
• Role Conflict Ambiguity
• Job Involvement
• Organizational Commitment
• Professionalism

88
Work Motivation Methods

• Improved performance appraisal systems
• Merit pay/pay for performance
• Participative management and decision making
• Work enhancement job redesign, job enlargement,
  and rotation
• Quality of Work Life programs

89
Work Motivation

• Public Service Motivation
• -- Rational public servants are drawn to
  government to participate in the formulation of
  good public policy, which can be exciting,
  dramatic, etc.
• -- Normative desire to serve the public
  interest
• -- Affective genuine conviction about the
  social importance of government/nonprofit work

90
Work Motivation

• Career Anchor Theory
• -- Scheins research that suggests each of us
  has a primary career anchor.an aspect of our
  work that is of fundamental importance to
  usthat we would least want to give up
• Reinforces belief that a leader/manager does not
  motivate but rather focuses on finding the best
  fit for people

91
Communication

• The communication process involves four
  components
• -- a source (or sender) produces or encodes a
  message
• -- the message is transmitted via a medium (or
  channel) to
• -- a receiver (audience) who decodes the
  message and gives
• -- the sender feedback about how well the
  message has been received

92
Communication

• Sending the message
• -- avoid ambiguous verbal or written messages
  that can be interpreted or misinterpreted
• e.g. faculty must have several publications,
  some of which must be in refereed journals
• -- be aware of the physical aspects of a
  message such as your body language and tone
• e.g. saying you are here to help from behind a
  desk, frowning with arms crossed

93
Communication

• Sending the message (contd)
• -- message structure matters (material at
  beginning or end are more likely to be noticed
  and remembered summarizing is key
• -- facts alone are insufficient to change
  attitudes
• (perceptions and emotions must be addressed)
• -- consider different messages depending on
  direction of communication (downward, upward,
  lateral, external)

94
Communication

• The medium or channel for message
• -- the medium is the message
• -- tremendous range today due to technology
• -- must consider implications of personal vs.
  non- personal channels
• -- audience as well as type of info matters
• -- often best to use multiple channels to
  reinforce
• (e.g, follow up personal message with email)

95
Communication

• The receiver of the message (audience)
• Avoid false assumptions
• -- the audience is a group of specialists
• -- the audience is familiar with the material
• -- the audience wants to receive the message
• -- the audience has time to read or listen to
  the entire message
• -- one style of writing or speaking is
  appropriate for all situations

96
Communication

• Feedback from the receiver to the sender
• -- must know how message has been received
• -- look for non-verbal cues (with caution)
• -- most importantly
• Check and/or ask!!!

97
Communication

• Remember that most people are lousy listeners!
  Common habits to avoid
• -- selective listening
• -- being a fixer
• -- absolute statements (never, always, forever)
• -- daydreaming not being in the
  present/focused
• -- being right
• -- derailing
• -- being the reactor
• -- name calling or belittling

98
Conflict Management

• Two behavioral dimensions that determine how an
  individual approaches conflict
• -- assertiveness taking action to satisfy
  ones own needs and concerns
• -- cooperativeness taking action to satisfy
  the other partys needs and concerns
• -- examined together, five types of approaches
  are available to follow in a conflict

99
Conflict Management

• Avoiding low on assertiveness and
  cooperativeness
• Accommodating low on assertiveness and high on
  cooperativeness
• Competing high on assertiveness and low on
  cooperativeness
• Compromising lies in the middle of both
  dimensions
• Collaborating high on both assertiveness and on
  cooperativeness

100
Conflict Management

• Key steps toward collaborative conflict
  management
• 1. Face the conflict
• 2. Get the other party to face the conflict
• 3. Schedule a meeting in a neutral setting
• 4. Establish a collaborative context
• 5. Discuss your positions until your reach a
  mutual definition of the conflict

101
Conflict Management

• Steps toward collaborative management
• 6. Discuss the nature of your interdependence
  and identify your mutual goals
• 7. Use divergent thinking to develop several
  potential solutions
• 8. Integrate several solutions to create a
  mutually beneficial solution
• 9. Make a commitment to this solution
• 10. Reflect on what you have learned

102
Conflict Management

• Other tips from experience
• -- beware the land of the passive aggressive!
• -- people appreciate authenticityexpress what
  you really want from a situation and where you
  are coming from
• -- when in doubt, talk (and be honest!)

103
Normal Accidents

• Perrow contends that certain types of highly
  technological systems like nuclear power plants
  (or emergency response systems?) are
  intrinsically unmanageable and subject to serious
  accidents (or mistakes?) which he calls normal
  in the sense that they are unavoidablethey are
  due to unforeseeable combinations of multiple
  small failures which combined are fataland they
  cannot be understood and corrected by humans
  regardless of their training or intelligence.

104
Normal Accidents

• Multiple Simple Causes
• Fatal Combinations of Simple Causes
• The Fatal Combinations are Unforeseeable
• The Incomprehensibility of Normal Accidents While
  They are Occurring
• Management Implications?.......

105
Organizational Change

• Stages of Organizational Life
• -- entrepreneurial stage
• -- collectivity stage
• -- formalization and control stage
• -- structural elaboration adaptation

106
Organizational Development

• Key phases of action research model for org.
  development
• -- perception of a problem
• -- data collection
• -- feedback
• -- diagnosis
• -- action planning
• -- evaluation

107
Organizational Development

• The step in OD is the integrity of the data
  collection feedback stages
• Involve all levels of the organization
• Ask three basic questions
• -- What helps you be effective in this org?
• -- What keeps you from being effective?
• -- If you had a magic wand what would you
  change?

108
Total Quality Management (TQM)

• Emphasis on customer
• Working with supplier relationships
• Focus on measurement, assessment benchmarking
• Based on teamwork, trust, communication (drive
  out fear, unhealthy competition))
• Well-developed training
• Broad org. commitment (culture)

109
Reinventing Government Movement

• Catalytic (foster public-private partnerships)
• Community-Owned (empower local communities
  groups)
• Competitive (inject competition)
• Mission-Driven (rather than rules procedures)
• Results-Oriented (outcomes vs. outputs)
• Customer-Driven (surveys choices)

110
Privatization

• Granting a franchise to private operators
• Providing vouchers
• Using volunteers
• Providing subsidies/financial incentives
• Initiating self-help or co-production programs
• Selling off activities to private operators

111
Issues in Privatization

• Ideologically appealing (govt should be run more
  like a business) but the devil is in the details
• -- accountability, control, illusion of
  competition, consequences of profit focus on
  services, legal liability, citizen expectations)
• Raises question of inherently governmental
  functions

112
Leading/Managing Collaborations

• New Governance literature shifts the emphasis
  from traditional management skills and the
  control of large bureaucratic organizations to
  enablement skills, the skills required to engage
  partners arrayed horizontally in networks, to
  bring multiple stakeholders together for a common
  end in a situation of interdependence.

113
Leading/Managing Collaborations

• Crosby notes in todays world no single person,
  group or organization has the power to resolve
  any major public problem yet at the same time,
  many people, groups and organizations have a
  partial responsibility to act on such problems.
  Everyone has the ability to say no to proposed
  solutions, and not enough people have the vision,
  faith, hope, courage, and will to say yes.

114
Leading/Managing Collaborations

• Key skills required
• -- Activation skills required to activate the
  networks of actors increasingly required to
  address public problems.
• -- Orchestration skills needed to sustain a
  collaborative by setting the tempo,
  interpreting, setting boundaries expectations
• -- Modulation skills necessary to elicit the
  cooperative behavior required from
  interdependent players in a complex network