The Public Service Managers Have To Keep the Interest of the Nation before Their Own - Essay Example

Introduction Public service managers play a vital role in determining the environment that the citizens live in. Doherty and Horne (2002) explain that efficiency on their part results in an attractive and safe environment for the citizens where they learn to trust the government engendered with security. However, argues Hood (2004, 267-280) when the managers do not fulfill their duties as required, the citizens suffer as they may not get a healthy environment to flourish and grow in, which could in turn be devastating for the country’s prosperity. Thus public service managers are key to a better environment, the citizen’s welfare and the future of the country. Citizens as priority As Doherty and Horne (2002) claim, the public service managers cannot be self centered and have to think about the best interest of the community first and then themselves. They have to keep the citizen above the rest and then make decisions. The manager has to teach the same ideology to his team so that they may work together as a team. This according to Christensen and Lægreid (2006) is essential as the team has to have the same interest and the same goal so that they may be successful in achieving what they set out to accomplish. For instance, a rescue team of fire fighters have to have the interest of the citizen as priority which means that they have to even risk their lives in order to save a citizen. However, argues Milner (2005), it is up to the manager of the team how he sets his goals and trains his team to work towards the best interest of the citizen. If this is not done then at a critical time when someone needs to be rescued for instance, the team member may not give the citizen priority and walk out of the dangerous situation to save his own life. This is one of the major reasons why public service managers along with their teams are able to keep the safe and attractive to live in. Moreover, Doherty and Horne (2002) add, the managers have to make policies that are ‘outside in’ which means that they are of the benefit to the citizens. The managers cannot think about themselves as by doing so they may be risking the lives of many innocent people. Implementing rigorous policy analysis The manager, according to Milner (2005) needs to have the analytical skill to choose the best policy to implement given a particular scenario. He should have the analytical skill so that he can choose the right policy and thus make the right decision for the citizen or the society as a whole. Polidano and Manning (1996) add that several analytical tools and methods may be used including institutional, process and rational models using qualitative and quantitative analysis. However, argues Milner (2005), the manager is responsible for correctly implementing a policy and be just in the situation in question. He can only do this when he has full knowledge of the policy and he has done a rigorous research on it. At the same time, adds Hood (2004, pp. 267-280), he should have the decision making powers to analyze the policies and weigh the alternatives to make the right decision at the time. He should understand his own goals and match the policy with them so that he can be just and safeguard the interest of the citizens. Nonetheless, dispute Doherty and Horne (2002), to analyze the policy properly the manager himself has to be educated and vigilant enough to understand them and implement them in the best possible way. At the same time, he should be bold enough to report the changes to be made in the policy to his senior level officers. If, however, counters Milner (2005), the manager is not capable enough to analyze the policies properly, he may make incorrect decisions for someone which may result in the upheaval and distrust. Managers can only be just when they keep the interest of the citizens before their own and seek to make the environment better for them. Key risks consideration As Polidano and Manning (1996) explain, to safeguard the citizens and make the environment attractive for them, managers have to assess and analyze the situation. They have to weigh the pros and cons and at the same time see how much of risk is involved in a given situation. Hood (2004, pp. 267-280) adds that they have to keep the public interest as priority and then see what the risks are to make the correct decision. The manager has to have his goals aligned and if the situation demands, he has to even risk his own life to safeguard the citizens like the police force does in a shootout. However, argues Curry (1999, pp.180-190), it is the manager’s responsibility to decipher the risks involved and then make the best decision possible and at the same time keep the public interest at the forefront. He further points out that the analysis of the situation is necessary and the manager has to have the capabilities to weigh the situation and point out the risks involved so that he may tell his team what they may be facing in the process of safeguarding the interest of the citizens. The right work force According to Polidano and Manning (1996), the manager has to make sure that the workforce he has is well trained for their job. He has to have a very adept selection process for the workforce and have capable individuals who share similar values and are not seeking self interest. Milner (2005) points out that this is essential to safeguard the rights of the citizens and further adds that the workforce has to be trained periodically and has to be fit for the job. More important is that they should have the drive to seek public interest and a passion for their country. Nevertheless, argue Christensen and Lægreid (2006) such character analysis can only be done by the manager as he works with them closely. Continuing his argument he states that having the wrong people on board can work against the interest of the citizens and their objectives can’t be reached. Public resources management A public service manager is in control of large amounts of public resources which he should manage with honesty and should not be corrupt and compromised in any way (Milner 2005). According to Christensen and Lægreid (2006), in a time of recession and economic downturn, there will be several chances presented to him where people may try to bribe the managers to safeguard their own interests and he may be tempted also, but the manager has to be honest and at the same time guard the public resources with integrity. Curry (1999, pp.180-190) argues saying that if he fails to do so, he may not be able to protect the citizens and will not be able to develop the trust between the people and the government. If this is not there, the people will not feel protected and safe and the main organizational objectives will not be met. Milner (2005) points out that if the manager is dishonest and doesn’t manage the resources appropriately, the team may not function to the best of its capability. At the same time, Curry (1999, pp.180-190) adds, the manager should be capable enough to value and use the public resources in the most efficient way and make sure he does not use them for his personal advantage. Assigning clear accountabilities According to Polidano and Manning (1996), the manager should be responsible for delegating the right job to the right team member as he knows of his capabilities and capacity. He should also take full responsibility of making sure that his teammates are doing the job they have been assigned to do within the ethical parameters. At the same time, adds Curry (1999, pp.180-190), he is also responsible for actions, decisions and administration etc and gives punishment to those who fail to execute their assignment with integrity. Moreover Hood (2004, pp. 267-280) adds that he himself should be accountable to his higher authority so that he does his own work with dedication and with the intention that public interest is his priority. Explaining further he says that there are several accountability tools and programs that can be used by him to make sure that there is systematic public resource management which will help the citizens to hold the government officials accountable for their services and to execute their assignments properly. Doherty and Horne (2002) dispute saying that if there lacks a proper accountability system; officials will evade their jobs and may not reach their objectives if no one questions them. However, argues Milner (2005) if there is an established system that will empower the public to blame the government for their lack of efficiency, then the employees would make sure that they work to the best of their capabilities. Results innovation and change management According to Doherty and Horne (2002), the manager should also motivate his employees so that they are encouraged to perform and give results. Their actions should be monitored by him so that he is answerable. Hood (2004, pp. 267-280) further points out that the manager should also have a healthy relation with the team and encourage innovative ideas which will in turn improve the whole system and thus benefit the public. The manager should also be open to change and seek the best way of management so that the citizens may benefit in the long run by seeking to improve the system continuously (Doherty and Horne 2002). Nevertheless, argues Milner (2005), when a manager is resistant to change and innovation, the department cannot develop and at the same time citizens may suffer due to lack of flexibility in the system bringing disappointments and dissatisfactions to the citizens and of course the managers cannot reach their goals. Conclusion The public service managers have to keep the interest of the nation before their own. According to Polidano and Manning (1996) they have to work with utmost honesty and integrity and manage their workforce in accordance with the frameworks. Milner (2005) points out that the managers are responsible for delivering public services to the citizens in the best possible manner for which they have to work within ethical parameters so that they may contribute most efficiently to provide the citizens with a safe and attractive environment to be in. Failing to do so will result in distrust among the citizens for the government which will be a difficult to regain (Curry 1999, pp.180-190). References Christensen, T and Lægreid, P 2006, Autonomy and regulation: coping with agencies in the modern state, Edward Elgar Publishing. Curry , A 1999, Innovation in public service management, Managing Service Quality, vol. 9, no. 3, pp.180 - 190  Doherty, T and Horne, T 2002, Managing public services--implementing changes: a thoughtful approach to the practice of management, Routledge. Hood, C 2004, The Middle Aging of New Public Management: Into the Age of Paradox? Journal of Public Administration Research and Theory, Vol. 14, No. 3, pp. 267-280. Milner, E 2005, Lessons in Leadership Meeting Challenges of Public Service Management, Routledge. Polidano, C and Manning, N 1996, ‘Redrawing the lines’. Service Commissions and the Delegation of Personnel Management. Commonwealth Secretariat. London. Read More