Managing Complexity in the Public Services

Haynes, Philip

doi:10.4324/9781315816777

Cited by 82 publications

(71 citation statements)

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“…The playground full of sudden environmental shocks and uncertainty traps requires the development of a new strategic reference frame. Long term planning now gives way to more flexible, creative methods based on potential future scenarios regarding the course of organizational life while more detailed short term planning is already becoming shorter and it needs to be reviewed and readjusted regularly by means of data obtained from environmental scanning (Fidan & Balcı, 2016;Haynes, 2015).…”

Section: Managing Complexitymentioning

confidence: 99%

Managing schools as complex adaptive systems: A strategic perspective

Fidan

2017

iejee

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This conceptual study examines the analogies between schools and complex adaptive systems and identifies strategies used to manage schools as complex adaptive systems. Complex adaptive systems approach, introduced by the complexity theory, requires school administrators to develop new skills and strategies to realize their agendas in an ever-changing and complexifying environment without any expectations of stability and predictability. The results indicated that in this period administrators need to have basic skills such as (a) diagnosing patterns emerging from complexity, (b) manipulating the environment by anticipating potential patterns organizations may evolve into, (c) choosing organizational structures compatible with an ever-changing and complexifying environment and (d) promoting innovation to create and manage organizational changes. Although these skills enable administrators to reduce complexity into a manageable form to some extent, stakeholders' having a common perspective regarding their schools and environments, and executing their activities in accordance with a shared vision are required to turn these skills into complexity management strategies.

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Section: Managing Complexitymentioning

confidence: 99%

Managing schools as complex adaptive systems: A strategic perspective

Fidan

2017

iejee

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“…It starts by recognizing that complexity is part of the normal state of affairs (Haynes 2003). Complex problems cannot be solved by breaking them down into smaller pieces.…”

Section: Priority Four: Serving Beyond the Predictablementioning

confidence: 99%

Strategies to Improve the Competence of Public Service Officials In Nigeria

Omisore¹

2014

jpag

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Public services play a central role in the well-being, sustainability and growth of communities, cities, and nations. Nigeria"s quest to attain the United Nation"s Millennium Development Goals (MDGs) will be a mirage without the public officers taking the driving seat to lead the process. Improvement in the capacity and ability of public service officials can be harnessed to improve a range of public services (e.g. health, policing, education, environment, local government, policy-making, etc.). The changing global economy, technology, politics, and increased expectations for government performance demand new attention to the complex set of public skills and capacity. Public officials are experiencing intense pressures emanating from increasing global integration -economic, political, social and cultural.New technology, new ways of organizing work, new means of delivering services and an increasing reliance on temporary employment have redefined the nature of public service. Meeting all these challenges requires a unique combination of knowledge, skills, abilities, traits and behaviours, effective human resource development policies and strategies to nurture those competencies. Against the background problems of persistent low performance of the Nigerian Public Service and the inability of the sector to deliver efficient and effective public goods and services, the Obasanjo civilian administration (1999 -2007) identified the need for a more comprehensive and wide-ranging public sector reforms as part of its overall development framework.The success of the plethora of reform programmes of the federal government of Nigeria will largely depend on the quality of its workforce (public officers) that is statutorily charged with the responsibility to analysing, implementing, monitoring and evaluating policies and programmes of government. For example, if the service fails to deliver to certain standards, a country can lose its competitiveness, lose its direct investments and can lose its talented individuals to other countries (brain drain). While the choices are not always this simple, the ISSN 2161-7104 2013 www.macrothink.org/jpag 16 ramifications and repercussions of a non-performing public sector are great in its impact and implications to the nation, its people, and its economy. To be able to deliver such levels of service, on the current scale and complexity, the fundamental personal qualities of those who deliver the service becomes imperative and vital. Journal of Public Administration and GovernanceThe objective of this paper is to identify strategies for improving the competence of public service officials in Nigeria with a view to moving public management beyond bureaucracy and promote greater economy, efficiency and effectiveness in public service delivery.

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“…Plowman et al (2007) discuss how multiple levels of interaction led to the radical transformation of "Mission Church." Similar applications are also available from other sectors, such as public services management, healthcare, and school administration (Bottles, 2000;Christie and Lingard, 2001;Doll, 1989;Harris, 2004;Haynes, 2003;Plsek & Wilson, 2001;Spillane et al, 2004;Wallace, 2002 …”

Section: Leadership Is About Empowering Followersmentioning

confidence: 99%

Leadership for knowledge organizations

Amar

Hlupic²

2016

European Journal of Innovation Management

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Purpose-To give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives on innovation, and places a special demand on autonomy for its execution. Design/methodology/approach-Extant search of literature to look for evidence supporting successful leadership theories and practices that are shown to improve performance of knowledge workers. Synthesis of findings to structure a framework in the form of major propositions for their testing by future research. Findings-We begin with establishing our first finding that states that leadership of knowledge organizations is different from the leadership of traditional organizations. Then we build six additional findings for shaping a successful leadership process for knowledge organizations. Research limitations and/implications-Since it is a theoretical paper built on a search of literature in the field of leadership, there is a need to empirically test the findings to give them their final shape. Each of the seven propositions in this paper would result into many hypotheses that should initiate several empirical studies. Practical implications-We consider individual and organizational/group contexts of the leadership proposed here, and also provide recommendations for carrying out this research further. While the paper is written more specifically with regard to

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Managing Complexity in the Public Services

Cited by 82 publications

References 0 publications

Managing schools as complex adaptive systems: A strategic perspective

Managing schools as complex adaptive systems: A strategic perspective

Strategies to Improve the Competence of Public Service Officials In Nigeria

Leadership for knowledge organizations

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