Management Practices in the Public Sector - Essay Example

Management Practices in the Public Sector Since eustress and distress are ive, how can a manager maintain a proper balance between the two states? Eustress and distress can easily affect an individual’s performance and there is need for an individual to maintain a proper balance (Denhardt, , Denhardt, & Aristigueta, 2012). Although eustress is the result of positive feelings and motivations, if it is not kept in good control it can prove overwhelming and exert symptoms in the negative realm. ‘Seyle (1975) expressed this distinction between the positive and negative aspects of stress as the difference between eustress (eu is the Greek root for “good”) and distress’ (101). On the other hand, distress causes results from negative pressure on an individual. As described in the chapter, striking a balance involves operating under medium levels of stress so that one can prove maximally efficient. There are many causes of stress and acknowledging these will help an individual find ways of coping. Stress may result from interpersonal relationships with others (102). A manager should strive to maintain healthy relationships with employees to avoid interpersonal wrangles. This will require a level of emotional regulation and change of attitude for ‘“healthy attitudes” helped people to increase their tolerance for stress (109). Healthy social interaction encompasses the effort of all individuals involved. The manager should also ensure that the working environment and conditions foster good working relationships. Good relationships with workers can help a manager receive worthwhile social support, which in turn acts as a good remedy for any form of stress. Attitude adjustment is a leading way to cope with different levels of stress. Attitude change in times of eustress can present an opportunity for a manager to develop resilience. Designing a good time plan can help a manager stay in good control of his time. This strategy can help in alleviating stress that emanates from meeting deadlines in cases of heavy workloads. Moreover, redesigning a job into specific objectives can make work seem simpler and serve as a solution to difficult and confusing job tasks. On a different note, a manager can ensure that the organizational factors of an organization do not present more causes of stress. All the entire processes of an organization from recruiting and training should help minimize any sources of stress within the organization. In addition to the above, a manager should strive to take charge of his life as one way of minimizing stress. Understanding the self and making the right decisions can help an individual to stay in good control of things and reduce stress. Moreover, taking good care of the self through a healthy lifestyle will keep one rejuvenated and ready tolerate any stress that comes his way. This is because the writer asserts that ‘lifestyle decisions play a significant role in influencing our physical health and well- being as well as our ability to cope successfully with the demands, challenges, and stresses of our work’ (107). Reaching out to people especially, friends, and family can help an individual stay in good shape enabling him or her to cope with stress. Preparedness will also keep a manager ready to handle anything that comes his way. Moreover, a manager should act proactively all the time in order to prevent occurrence of stress. According to Vroom & Yetton what are the five levels of participation in decision-making? Place an asterisk at the beginning of the one that is considered the fastest and put a number sign (#) next to the one that is considered the slowest in time to complete. As Vroom and Yetton described, managers may opt for any of the five levels of decision-making. The most critical question to address before settling on the best level is ‘are the decisions that we are making representative of the demographics of stake-holders?’ (142). Depending on the process involved in the option chosen, decision-making may take some time. The fastest of these levels involves only one individual making the decision based on the available information. The manager does not take time in searching for additional information but rather relies on the information at hand. Although this level is the fastest, it may not present the best outcome at all times (156). Since the decision depends on one individual, it does not represent the opinion of others. The second level of decision-making takes more time and involves probing subordinates with questions without letting them know the main objective of asking. Alternatively, the manager may choose to let them know the objectives making the information received specific. Other managers choose to let their subordinates the decision they are making while others prefer to solicit information without highlighting the decision concerned (156). The ideas solicited from the subordinates serve as additional information that helps the manager make informed choices. Although they may contribute in terms of ideas, they do not have any significant contribution in defining the problem or suggesting alternatives. On a different level, the manager may choose to take his time with his subordinates individually and solicit ideas from them. Through this, he can get ideas and suggestions without discussing with them as a group. After getting ideas from the subordinates, the manager can make a final decision. The outcome from this level of decision-making may not reflect the opinion of the subordinates. This level may take some time depending on how much the manager consults with the subordinates. Although the manager consults with the subordinates, the final decision may not be a representative of their opinions. The fourth level in decision-making involves consulting the subordinates as a group and getting their views. The discussion occurs in a meeting held specifically for the manager to solicit ideas and their suggestions and then make a decision that may sometimes reflect the views of the subordinates (156). The fifth level takes the longest time because it entails a comprehensive consultation with the subordinates. They all have an opportunity to express their opinion. The manager acts as the leader of the group that actively considers all possible alternatives and presents in a bid to reach an agreement. All of them embark on problem definition and explore ideas that prove to be worthwhile solutions. The manager makes sure that the group tackles all the critical issues in an effort to settle for an amicable solution. The leader does not compel the group to accept his views as the final decision but rather presents it as one of the alternatives under consideration. The outcome from this level is a representative of everyone in the group. What are the observable behaviors of motivated public sector workers? What does research on public sector motivation generally suggest? Public sector workers who portray motivation often present some observable characteristics making them outdo the rest. One of these traits becomes obvious in the way that they pursue goals (165). They have the internal impetus that encourages them to work with the aim of realizing organizational goals. As expected, they display better understanding and dedication towards these goals compared to the less motivated team. They are likely to use approaches that are more reliable in order to ensure that the result is positive. Their successes are satisfying and they prove competent with tangible results in their endeavors. Motivated public sector workers have the capacity to set personal goals rhyming with those of the department that they work with. Setting personal goals is an outward sign that an individual has personalized the goals of the department and autonomously works towards positive contribution in achieving the departmental goals. These individuals set timelines for achieving their goals and seek ways of becoming more productive to the public. Moreover, they prove to be energizers with the capacity to motivate the entire group towards actualization of the self. Although the level of motivation depends on the environment and circumstances, the motivated lot always seeks ways of getting beyond challenges and achieving their goals while maintaining the right attitude (177). Many researchers feel that the public sector has a unique set of motives. This assumed uniqueness affects the perspective of many people towards public workers. According to Perry and Wise, three categories of motives exist. These are rational, affective, and norm-based. Each of these motives translates to different responsibilities. ‘These motives are related to factors such as loyalty, duty, citizenship, and value such as social equity’(178). For many experts, motivation in the public sector finds its best definitions in the normative perspective (178). For public workers to maintain a motivated view, they must realize the significance of their work to the people they serve. They need to acknowledge that their work is important and it improves the lives of other people. This recognition can stir up an inspiration that can present them with a good level of impetus towards the achieving of goals. In order to wade off failure, they have to capitalize on the great potential that public service has in transforming the lives of others. Read the case study “Distress at DES” and then report on the answers to the four questions on p. 119 in this application exercises. What will you say to Diane? Are there additional questions you would like to ask? I will express empathy to her situation and commend her for being open with the issues she is facing in handling her current job. Although her explanation touches on every issue that gives her pressure, I would inquire from her the source of distress that presents the highest pressure. What advice will you give her? What do you think are some of the sources of her stress? How will you work with her to develop strategies for reducing her stress? I would admonish her to take charge of things happening around her. This will help her understand herself and recognize sectors that require attention for improvement. It will also be worthwhile for her to adjust her current attitude and start working towards possible solutions to her stress. Her tasks are complicated and organizational factors serve to pull her down making it harder for her to define her specific responsibilities. Moreover, she suffers a lot of distress emanating from the family. The fact that she has isolated herself from her workmates and does not engage in any social interaction serves to increase the level of stress she suffers. Despite her heavy workloads, she has other deadlines to meet and clients to attend. There is evidence of strained interpersonal relationships with some of her clients. Although she has multiple sources of stress, I will take her through possible suggestions that can help her stay in good balance of the situation. The suggestions provided on pages 116-117 will be my key highlights to her working out a solution. What are your recommendations for coping with the stress that Diane is experiencing? What will you caution her not to do? It will be wise for Diane to take charge of her life and work towards the change that she desires. This will involve a redesign of her work to make it easier to handle because ‘it also might be possible for her to make some changes to her own jobs— or how she approaches it— that will make positive differences (113). She should come up with a good time plan that will ensure she strikes a balance between her formal assignments, social interaction with workmates and family because ‘one of the key mediating factors in determining how well people cope with stress is the amount and quality of social support that they receive’ as the book illustrates (110). It will also be healthy for her to adjust her attitude towards her current supervisor and target to have a better working relationship with him (109). In addition, I will recommend her to adopt a healthy lifestyle that involves regular exercise and sufficient rest. I will caution her against an impulsive approach towards her manager. She will need to regulate her emotions and discuss her responsibilities with him because ‘emotional regulation can also be important to smoothing the cycles of social interaction’ (111). What actions have you taken in the past that have helped you to cope successfully with stressful circumstances? Could any of these approaches be useful to Diane? In the past, I have successfully relied on attitude change in coping with different forms of stress. Moreover, adopting healthy lifestyle helped me stay rejuvenated enough to handle difficult situations. These strategies can help Diane cope with her situation because they help her see the brighter side of things (109). Did a decision need to be made? Yes, the new principal needed to make critical decisions in improving the new Charter school. Initially, she needed to set her priorities right. Were the decisions made the right choices? The new principal seems to be heading to the right decision in making her decisions. So far, she has identified her priorities and is seeking to solicit information from the community. Were they made on a timely basis? Being the first year in her new position, her first priority seems timely concerning the needs of the school. Were the right people involved in the decision- making process? Through her intentions to consult with people from the community, she is involving the right people. Through this, she can be sure of being able to solicit useful ideas and suggestions that will help her make the right decisions. Was it clear to you: (a) who would make the recommendation? The school board of governors would take the responsibility of presenting recommendation. (b) Who would be asked to provide input? Twenty individuals from the community were to provide ideas and suggestions that would help solve the problem the principal is trying to address. (c) Who had the final say, and The principal and the board of governors would deliberate on the final decision. (d) Who would be responsible for implementation? The principal will have the responsibility of implementing. Did all parties involved adhere to the roles, process, and timeline? According to the information provided, one can only assume that the parties involved would adhere to the stated timelines. Were the decisions based on appropriate facts? The decisions made would depend on the information solicited from the community. When there was controversy, was it clear who had the final say? There is no data provided concerning controversies that arose. Were the right people brought in, and if not, who was left out and why? In my opinion, all the right people participated in the process. Did the organization’s culture and incentives encourage those involved to make the right decision? Explain. The determination of the school to satisfy the educational needs of the school encouraged those involved to settle for the best option possible. Read the case study “The Max Herbert Case” under the title (Using the Decision Tree for Levels of Participation) on page 156-157 and report the answers to all of the questions on page 157 at the end of that case study. Did a decision need to be made? Yes, Max needed to decide on the best product for the traffic department. Were the decisions made the right choices? Max has not settled for a final decision but he seemed on the right track towards making the right choices. Were they made on a timely basis? It is not mentioned how timely the decisions were but with his understanding that the department needed the product, one can conclude that eventually he made timely decisions. Were the right people involved in the decision- making process? Yes, Max thought of discussing his concepts with his subordinates and this means he was ready to involve the right people. Was it clear to you: (a) who would make the recommendation? It appeared clear that Max had to get a recommendation from his older staff members with expertise as well as technical experts. In addition, he had to receive a recommendation fro m the political realm. b) Who would be asked to provide input? All his subordinates would contribute input in terms of information and their skills. (c) Who had the final say? Max would have the final say although his decision would have great influence from the opinion of the subordinates. (d) Who would be responsible for implementation? Max would overseer the project while his staff would do all the technical work. Were the roles, process, and timeline adhered to by all parties involved? The case study does not highlight such but one can hope that happened. Were the decisions based on appropriate facts? Yes, because Max had gathered relevant information and he would benefit from the expertise of his staff. When there was controversy, was it clear who had the final say? The case study does not highlight what transpired during the decision-making process. Were the right people brought in, and if not, who was left out and why? One can conclude that all the right people participated because the success of the implementation depended on them. Did the organization’s culture and incentives encourage those involved to make the right decision? Explain. The traffic department works under a commitment to provide high-profile products that can suffice to solve the issues it is facing and this must influence every decision they make. For each of the eight employees described on pp.161-162, please describe what specific motivational technique/approach you would use and why you would use it. Who is the author most associated with each technique you use for this exercise? According to McGregor and analysis of Hank’s character, I would consider redesigning the structure of the organization; adjust some of my managerial aspects, present with him with a little space, and see whether he would change his attitude. In order to help Susan apply the goal setting theory described by Locke. Upon learning how to set goals, she would strive to meet her daily objectives and hence achieve more. The case of Marylyn would prompt me to use the technique of altering organizational circumstances as described by Hackman and Porter. Through this, she would realize the need for more accuracy in her work. The case of Mark would require the approach of Maslow on the hierarchy of needs. For him to prove more competitive, the workplace environment would have to prove more conducive for it to satisfy his higher-level needs. Tom is a young and energetic worker and as Kanfer and Ackerman described motivation in this stage of life, I would try to bring out the vigor in him. For Sheri, the Maslow theory of needs approach would serve to motivate her. Being an all round employee, when presented with more space for autonomy, she can easily achieve the highest need of self-actualization and commit herself to organizational laws. Skinner’s application of punishment can help Ralph regain his concentration on his work. A reprimand would serve to waken his senses on the importance of work. For Toni, I would consider using the reward approach developed by Skinner. She would commit herself to meeting her goals and maintaining a more ethical behavioral pattern in the anticipation of a reward. Do the “Being an Energizer” exercise on p. 187. Instead of work, make the focus the class. Observe which other students are “energizers” and “de-energizers” through their work/responses. How might you adopt a more positive attitude in this class? Through a personal analysis, I am an energizer and I tend to see opportunities even irrespective of the prevailing challenges. In the class, a great number of energizers motivate others to work towards their academic goals. On the other hand, there are de-energizers who focus on the negative side of things. However, through projection, I can try to understand their feelings and motivate them. References Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2012). Managing human behavior in public and nonprofit organizations. Los Angeles: Sage Publications. Read More