Leadership and Ethics

Assignment 2: Managing Competing Agendas

Shahin Alakbarov

Strayer University, Alexandria Campus

Prof. Dr. Glenn L. Starks

PAD 500

August 14, 2014

Introduction

Public management refers to running of a governmental or non-governmental organization the same way as a private sector organization. This implies some key areas of management will resemble private sector management. Examples of these key areas are planning, coordination, staffing, controlling and motivating. Therefore, even though the structure between public and private organization may differ, the strategy of management will be very much alike. A public manager is a person who employs specific tools that aid in the management. These tools should always enforce and enhance efficiency of the organization in question. A public manager can display governance, leadership and maturity in the face of challenges to public management. This is because the position of the public manager is sensitive and its implications affect many people. Public management I important because it allows the government to effectively achieve its obligations in delivering good service to the entire country (Hughes, 2012).

Interdependency

Public management involves a number of activities namely; planning, human resource management, budgeting, and program evaluation. Planning refers to the policy management and implementation of the policies to achieve their intended purpose. In the public sector, the entire population of a country represents the target group of the organization. In this sense the organization is the government. Planning is thus responsible for the implications that a policy will result into with respect to the public. Any governmental organization should take into consideration the resultant effect its activities have on the public. Human resource management refers to the necessary skills and tools a public manager uses to control, recruit, discipline the employees as well as the management of the public population. Budgeting is the most-sensitive part of public management. This is because the exercise involves public funds, which generate heightened emotional response from the entire population. The public is cautious on that expenditure and expects quality results at the cheapest possible price. Budgeting for any governmental or non-governmental organization involves transparency, accuracy as well as accountability. Program evaluation is a follow up technique that allows a public manager to investigate the progress that any project is achieving. Therefore, the public manager will have to employ skills and techniques to check the programs undertaken by the organization in question. Program evaluation will involve the periodic assessment of any particular program initiated by the organization with reference to the intended purpose of the program (Hughes, 2012).

All the exercises, interdependent on each other based on the fact that they all influence the efficiency of a public organization. For one to have sufficient budget, planning has to take place. Planning would in turn heavily involve human resource management because the organization should always have a clear, current and accurate reflection on its available resources that would assist the organization in completing its tasks. The final part would entail program evaluation. This is also important because it allows the organization an opportunity to assess its impact to the society thus providing a way to gauge the efficiency and effectiveness of the organization in meeting its objectives. Regarding the issue on public consumption of the marijuana, public management should plan on policies that reduce and eventually prevent people from consuming the drug. This will entail the organization to mobilize its personnel as well as recruit additional staff if there is a need. Subsequently, the organization will then have to budget its resource in accordance with its available resources and the set objectives. After the completion of its programs and projects, the organization will have to evaluate the progress in terms of the overall effect it has had on the overall consumption of marijuana (Bovaird & Löffler (Eds.), 2009).

Competencies for Public Managers

A public manager has to possess certain qualities that aid their organization in achieving its objectivities. Just like private sector managers, public managers also have to qualify for the job at hand. The qualification does not necessarily imply on education level but also includes specific qualities that embody the person. These characteristics are the difference makers between two or more people having the same education level and vying for the same public management opportunity. The unique characteristics also provide a person in question with suitability for the post of public management. Therefore, a public manager should exhibit charisma. This character trait will allow the personnel to be confident in their decision making thus minimize external interference especially political interference. Political interferences pose a big challenge to public management since politics is not always in the best interest of the public. Another key competency for public personnel managers is continual learning. Continual learning allows one to have the current information that aids in future decision and planning. A public manager possessing the trait will have the ability to analyze and understand past programs and activities with respect to future applications. In addition, the continual learning competency assists the pubic manager to control, motivate, and influence the entire workforce to meet a set objective. This will then inspire confidence in the personnel concerning the manager’s leadership style. Once the workforce rallies behind its manager, then political interference becomes less likely because the manager is in control.

Concerning marijuana consumption, a public manager who possesses the competencies of charisma and continual learning will demonstrate to the personnel excellent leadership thus always motivating the personnel to work towards achieving the set objective of lowering consumption of marijuana within the country. The manager will also be able to distinguish and curtail the political involvement in the campaigns to lower marijuana consumption.

Political interference

Political interference forms a big challenge to public management. This is because politicians only interest themselves in any activity that would further their political ambitions. When it comes to budgeting, the overall effect of political interference to budgeting policies is negative to the entire management process. This is because politicians will take opposing sides all in the name of defaming one another and furthering their personal political goals. The eventual wrangling over a budgeting process and policies then slows down the entire process thus curtailing on any meaningful progress (Kelman, 2009).

Political responsiveness refers to the political reaction concerning a current issue. Politicians tend to side with populist views so that they become popular. Public management does not have to be in line with the populist’s views. Political implication is also in line with populist’s views. Any politician will sideline himself or herself from any public management policy that would have negative implications on their political careers. Thus, political responsiveness sometimes hinders public management but sometimes enhances.

Conclusion

Public management is a critical area in public relations. The personnel in charge of public management influence many societal changes. Political interferences always have a negative impact on the public management. The most-successful public managers always exhibit the ability to prevent political interference within their organizations. Efficiency is key in any managerial activity thus; public management and politics should not cross each other (Pollitt & Bouckaert, 2011).

References

Bovaird, T., & Löffler, E. (Eds.). (2009). Public management and governance. Taylor & Francis.

Hughes, O. E. (2012). Public management and administration. Palgrave Macmillan.

Kelman, S. (2009). Procurement and public management.

Pollitt, C., & Bouckaert, G. (2011). Public Management Reform: A comparative analysis-new public management, governance, and the Neo-Weberian state. Ox