The Crisis of Authority – Workforce Tensions: A Desperate Call for Intervention

THE CRISIS OF AUTHORITY—

WORKFORCE TENSIONS

A DESPERATE CALL FOR INTERVENTION

MYRAH K. MASHIGO—TSHABALALA

COPYRIGHT © 2013 BY MYRAH K. MASHIGO—TSHABALALA.

LIBRARY OF CONGRESS CONTROL NUMBER:    2013922589

ISBN:    HARDCOVER    978-1-4931-3888-3

SOFTCOVER    978-1-4931-3889-0

EBOOK    978-1-4931-3890-6

All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner.

Though the title seems to be pointing finger at the authority, it is not suggesting or attempting to paint the entire authority or everyone in authority with the same brush, and despite the issues that confront the public service, there is no doubt that there are good departments and good managers who are dedicated to improving the public service.

The author and the publisher worked tirelessly to ensure that copyright material was acknowledged and that permission for the use of such material was attained where a need existed. Kindly contact the publisher with any errors and contravention of copyright identified and such discovery will be given every attention in the following round of reprint.

Rev. date: 01/27/2014

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CONTENTS

Acknowledgements

Illustrations

Introduction Orientation To The Book

Chapter 1: Workplace—A World Of Employment

Conception

Argument

Background

Section A: Public Service And Its Distinctiveness

Why Is This Important?

How Is Public Service Different?

Mental Health

Poor Mental Health And Mental Suffering

Workplace Health Problems

Mental Ill Health

Emotions

Emotional Labour Or Emotion Work

Customer Care

Emotional Management

Conclusion

Section B: Workplace Values And Ethical Environment

Organisational Values

Ethics

Ethics And Values Concerning People Management

Managerial Beliefs And Ethics

Management—Their Prerogative, Decision-Making, And Ethics

Prerogative—What Are The Results? Does Anyone Know?

Conclusion

Section C: Workplace Climate And Culture

Climate

Organisational Climate

Importance Of Space Between People (Intersubjectivity Existing Between Conscious Minds)

Culture

Organisational Culture

Conclusion

Chapter 2: Employer, Constitution, And Labour Laws

Conception

Argument

Overview

Importance Of Knowledge Of Labour Laws

Section A: Summary On The Constitution And The Selected Labour Laws

The Constitution Of The Republic Of South Africa, 1996

Labour Relations Act 66 Of 1995

Public Service Act, 1994 (Proclamation No. 103 Of 1994)

The Code Of Conduct Of The Republic Of South Africa

Conduct

The Code

Basic Conditions Of Employment

Employment Contracts

Employment Equity

Decent Work

Conclusion

Section B: Employer, Employee, And Trade Union Rights

Employees’ Rights And Their Violation

Trade Union Rights

Protective Mechanisms

Unfair Labour Relations And Victimisation Of Employees

Suspension

Warnings

Failure To Ensure Constitution And Legislation

Grievances, Grievance Procedure, And Litigation

Grievance Procedure

Victimisation Of Employees

Conclusion

Section C: Recruitment

Interviews And Enabling Environment

Recruitment Of Emotion Labour Or Emotion Work And Emotion Management As Significant Skills

Conclusion

Section D: Job Descriptions And Utilisation Of Employees

Job Description

Utilisation Through Delegation And Duties

Delegation

Delegation And Problem Of Non-Differentiation Between Professionals Vs Labourers

Levels Of Delegation

Delegation Vs Orders

Conclusion

Section E: Development And Career Opportunities

Performance And Performance Management

Performance Management And Development Systems In The Public Service

Enabling Environment For Pmds

Performance Management

Performance Agreements

Performance And Feedback

Personal Development And Career Opportunities

Ills About Personnel Development And Career Path

Outcome And Communication Of Assessment Results

Conclusion

Section F: Organisational Assessments And Investigations

Satisfaction Surveys

Exit Interviews

People Leave Managers—Not Organisations

Conclusion

Chapter 3: Dipstick Survey Findings, Effect, And Impact

Background

Target

Methodology

Questionnaire

Sample Size

Section A: Findings And Discussion

Presentation On Findings

Discussion On The Findings

Conclusion

Section B: Use Of Secondary Sources As A Point Of Referencing

Discussion Of The Supportive Studies

Summary Of Negative Effects Of Emotional Work On Health, Stress, And Poor Mental Health

Conclusion

Section C: Foreseeable Effects And Impact Of Enabling Organisational Environment And Incompetent Management

The Emergent Categories Of Employees In Twenty-First Century

Six Types Of Employees

Conclusion

Section D: Instances Of Effects And Impact Of Enabling Organisational Environment And Incompetent Management

Tensions And Conflicts

Two Critical Lessons On Job Tensions (Mona)

Fear At Workplace

Silence With Employees Withdrawn

Disappointments And Pain

Pain And Anger

Stress And Depression

Burnout Syndrome—Something Worth Remembering

Workplace Violence

The Perpetrators

When Employees Become Voiceless And Helpless

When Employees Ultimately Become Despondent, Desperate, And Demoralised

The Significant Skill Of Sensing By Managers

Indication And Effects Of Low Morale At Work

Survival Syndrome

Positive Symptoms

Negative Symptoms

Frustrated Employee Phenomenon And Its Dangers

Conclusion

Section E: Understanding Other Consequences Of Abusive And Unethical Practices By Management

Impact On Employer

Impact On Fellow Managers

Impact On Subordinates

Impact On The Previously Dedicated, Committed, And Loyal Employees

Impact On Family

Impact On Young Generation

Foreseeable Impact On Service Users Or Public At Large

Conclusion

Chapter 4: Workplace’s Key Challenges And Employees’ Needs, Desires, And Aspirations

Conception

Argument

Background

Explanation Of Key Words

Conclusion

Section A: Enabling Organisational Environment

Resources As A Basic Necessity

Human Resources

Financial Resources

Physical Resources

Material Resources

Lack Of Safety And Security

An Organisation Is Not Enabling When Its Culture Breeds Bad Managers

When Dissent Is Not Encouraged

When It Shrugs Off Employees’ Concerns, Complaints, And Conflicts

Examples Of Media Supportive Articles By Public Servants

‘Prominent Doctor In Racism Scandal’

Health Care Has Collapsed (Steve Biko Academic Hospital)

When An Organisation Does Not Heed The Concern Is At Risk

When Team Members Are Distant With Silos Encouraged

When There Is Lack Of Trust, Suspicion, And Resentment

When There Is Bottlenecking

When There Are Factions And Infighting

When There Is Blaming And Shifting Of Blame

When There Is Failure To Listen

Failure To Listening

When There Is No Feedback Or There Is But Distorted

When There Are Either Irregular Or No Meetings At All Or Even Hoarding Of Information

Hoarding Information

Where There Is Lack Of Consistency

When The Impacts Of The Ill Effects Of Apartheid Take Its Toll

Conclusion

Section B: Organisational Tensions

Weird Practices By Abusive Managers With Intension To Harm

Conclusion

Section C: Incompetence

Incompetent Managers

Managers’ Influence On Climate

Climate Affecting Performance

Where Abusive Management Is Protected

Abusive Management

When Abusive Management Becomes A Norm

When Managers Shrug Off Employees’ Concerns, Complaints, And Conflicts

Where Ineffective Management Is Not Monitored And Dealt With

Conclusion

Section D: Fundamental Feelings, Needs, Wants, Desires, And Aspirations Of Workforce

Employees’ Needs

Maslow’s Five Levels Of Needs

Employees’ Fundamental Feelings, Needs, And Desires

Employees’ Aspirations

What Employees Say And Want?

Motivation

Major Demotivating Factors

Motivation And Empowerment Of Employees

Motivation And Effective Utilisation Of Employees

Thank You As A Form Of Motivation

Emergent Survival Culture

Conclusion

Chapter 5: Workforce As A Key Stakeholder And Management As Alfa And Omega

Conception

Argument

Overview

Section A: Theoretical Consideration

The Law Of Karma

The Causal Model (Law Of Cause And Effect)

The Supreme Law Of Nature—‘You Reap What You Sow’

Conclusion

Section B: Background

Employees And Their Importance

Public Servants And Why They Are Important

Some Key Examples Of The Plight Of The Employees

Conclusion

Section C : Management—What Does It Really Mean?

Definition And Description Of Key Terms

Leadership

Manager

Management

Management As An Art

Supervisor

Manager Vs Supervisor

The Plight Of Managers—Some Key Examples

Rank (Position, Title, And Level)

Manager As A Position

Manager As A Level

Manager As A Title

Managers And Their Role

Planning

Organising

Leading

Controlling And Coordinating

Problem-Solving And Conflict Management

Problem-Solving

Conflict Management

Hidden Costs Of Conflict

Evidence Of Hidden Costs Of Conflict

Conclusion

Section D: The Importance Of A Manager

Alfa And Omega

Unnamed Middle Ground

Conclusion

Section E: Considerable Differences Between Managers And Employees

Conclusion

Chapter 6: Losing Touch With Reality

Conception

Argument

Overview

Section A: Understanding What Lies Behind The Zeal To Mismanage People Under Your Direction

Conception

Background

Work Relationships And Communications

Relationships

Communication

Manager-Subordinate Relationship And Dependency

Relationship Among Employees

Relationship With Legislature And Executive

Relationship With Public

Communication And Performance

Communication And Emotional Management

Conclusion

Section B: Plausible Reasons For The Unpleasant, Less Humane World Of Employment

Natural Reasons That Pose As Barriers To Optimal Performance

Johari Window Model

Conclusion

Section C: Man-Made Barriers To Optimal Performance

Us And Them

Job Titles And Language At Workplace

Boss

Subordinates

Junior Colleagues

My People

Emerging Infamous Styles Of Management

Laissez-Faire

Too Rigid And Focused Only On Rules

Cold And Heartless

Managing By Manipulation And Domination

Mummy-Daddy Type Of Management

Carrot And Stick

Rude Bosses

Spiteful Management

Narcissistic Leader With His Toxic Effect

Conclusion

Section D: Use Of Dirty Tactics

Silence And Delay Tactic

Cutting People Off To Belittle, Instilling Fear And Ensuring Silence

Non-Approval Of Employees’ Efforts

Confusion

Ridicule Or Character Assassination

Actual Verbalising

Deliberate Deception

Marginalising The Employees

Conclusion

Section E: Power, Influence, And Domination

Power

Sources Of Power

Power And Decisions

Power And Importance Of Managers’ Signature

Importance Of Balance Of Power

Rank And Its Negative Effect

Influence And Domination

From Domination To Conflict

Workplace Rage

From Work To Road Rage

Conclusion

Chapter 7: Finding Mechanisms To Reverse The Embedded Habits, A Balance To Heal The Workplace, Restore Sanity And Tranquillity

Conception

Argument

Background

Conscience

Section A: Animosity, Anger, Bitterness, And Their Harm

Critical Need To Heal Workplace

How To Heal Workplace In Four Simple Steps

Failure By Employees

Conclusion

Section B: Reflecting

Form, Nature, And Intensity Of Self-Assessment Method

Proposed Model For Self-Assessment

Reflective Tool And Its Aim

Structure Of The Reflective Tool

Theme

Conclusion

Section C: Reflective Or Self-Assessment Process

How To Use The Tool

Reflective Tool

Conclusion

Section D: Introspecting

Questions For Introspection

Conclusion

Section E: Self-Confrontation Or Self-Interrogation

Self-Therapy (Inner Work)

Conclusion

Section F: A Massive Array Of Hopes

Conclusion

Chapter 8: Repositioning For Constructive Traditions

Background

Summary Of Government Developments By Year Between 2000 And 2012

Section A: Focusing On The 20% That Matter For The 80% Of The Challenges

Using Pareto’s Principle Or 80-20 Rule

Fundamentals Of Good Management

Constructive Traditions

Ubuntu And Reconnectedness

Knowing The Wisdom Of The Mind And How This Can Help

Understanding Mental Processes

Being Conscious And Mindful

Knowing Yourself

Attention

Knowing Your Personality

Knowing Your Position

Understanding How Rank Can Affect You

Knowing Your Effect On Others

Managing Yourself, Down And Laterally Effectively

Managing Yourself

Guidelines To Manage Yourself

Don’t Condemn Yourself Or Let Others Condemn You

Knowing Your Subordinates

Knowing Them To Trust Them

Providing Necessary Environmental Ambience

Knowing The Difference Between What You Say And How You Are Being Understood

Knowing And Understanding The Difference Between Respect And Fear And The Dangers Of Fear

Being Emotionally Intelligent

Being Emotionally Balanced

Emotions And Communication

Emotions And Delegation

Teamwork

Knowing How To Build Teams

Difference Between A Team And A Group

Knowing How To Manage Teams

Knowing How To Discipline Team Members

Conclusion

Bibliography

ILLUSTRATIONS

Figures

Figure 1: An illustration of repetition of the same pattern of management displayed down all other levels as explained by Bobinski in Azriel’s article (Frustrated employee phenomenon poses a major business risk, 4 August 2008)

Figure 2: A depiction of causal chain of events and effects as explained by Kirszner and Mandell’s Patterns for College Writing, 6th edn. New York: St. Martin’s Press, 1995

Figure 3: An illustration of a chain of events following one after another and displaying a critical linkage between bad management and certain profound kinds of effects

Figure 4: A Depiction Of A Start And An End—Alfa And Omega

Figure 5: An adaptation of the Johari Window Model (Morris of Chimaera Consulting Limited 1999 with Shutterstock 60208678 Free images online, www.shutterstock.com)

Figure 6: Twenty-nine images in a Self-Assessment Tool for managers.

Tables

Table 1: A Display Of Employees’ Levels Of Delegation (Types Of Levels Taken From Kwelanga Training, People Management And Leadership, 2009)

Table 2: Traits of a bad manager ranked by largest percentage (L. Taylor, CEO of Lynn Taylor Consulting; Bad boss behaviour rise up to 50%; 7 October 2009, http://www.tameyourtot.com/news_articles/news-tot_survey.shtml).

Table 3: A display of the relationship between feeder, middle management, and senior management service competencies (Public Service Middle Management Competency Framework, 2005, p. 12)

Table 4: A display of an integrity scale (Vajda, 2012c, Integrity—are you doing the right thing?, 20 January 2012)

Table 5: A linkage of rewards between those of senior management service A and B (Performance Management and Development, Chapter 4, Performance Management and Development, 2003, pp. 26-27 and their subordinates C-E (Performance Management and Development System for levels 1-12) in making a case for inconsistency in these rewards for both levels

This is a dazzling, striking, and breathtaking book. It is a must-read for all those who care about democracy, justice, and humankind, in particular, at the workplace.

The book displays the significance of three natural laws of cause and effect, karma, an Indian philosophy, which means the result of an action and ‘reaping what you sow’.

It is useful not only for managers but also for workers who are registering their plea and the citizens who are paying taxes that go into salaries over and above the public service. It targets us—our thoughts, deeds, habits, attitudes, behaviours, motives, and decisions—aims at bringing back the lost dignity and respect, and promotes healthy work relationships.

While it highlights the costly and avoidable common errors of managers, it does not suggest that there aren’t problems with other stakeholders such as organisational leaders and employees.

The following are intended to provide clarity on certain key issues in this book:

1. The complex nature of workplace problems necessitates prioritisation of focus in an attempt to address them. Focus in this book is on managers as the current perception is that poor management is the root cause of major organisational dysfunction. However, it is mindful of the fact that not all managers are bad.

2. Leadership has a specific focus on managerial leadership function; the terms leadership and management or leader and manager are, therefore, used interchangeably.

3. Authority refers to everyone who is invested with positional power and thus has some level of ability and form of influence at the workplace.

4. A manager in the context of this book encompasses everyone who has people under his direction from the lowest supervisor to senior management service because of the prevalent recognition that management functions are present to a greater or lesser extent in all managerial jobs at different levels and in different areas. Even though the scope of the jobs will differ, the basic principles will be similar. It is also noted that different positions in different levels are vested with varying degrees of powers.

5. Workforce refers to both managers and all other employees, in this book it excludes managers and refers mainly to all others. Where reference is different, it will be clearly indicated as follows (managers and employees).

6. Employee refers to everyone except leaders and managers.

7. Organisation refers to public departments and delivering institutions.

8. The pronoun ‘him’ is used throughout this book to substitute characters.

9. The book makes reference to much of international ones due to inadequate local studies. While I firmly believe that the combination of the significant three processes of reform—reflection, introspection, and self-interrogation—can be powerful enough for the anticipated impact, I do not claim to be an expert in these reform processes. My knowledge is purely inferential from my basic knowledge, observational views, and experience and cannot match the understanding of the philosophers.

10. The book make reference to many international studies due to a lack of local ones.

DEDICATION

I could not have completed this book without the love, sacrifices, encouragement and unconditional support and hard work, from my family. A sincere gratitude goes to the Lord Almighty for bringing me to this huge challenge and through it.

ACKNOWLEDGEMENTS

I am humbled by the following significant people who made available their precious time for interviews and their contribution thereof: labour law specialists Vusi Mashazi (mashazim@vodamail.co.za) and Gordfrey Khoza and SAMWU spokesperson Tahir Sena.

I would like to acknowledge the support from the following family, friends, colleagues, comrades, and all other significant people:

I am also indebted to the following people who made massive contribution to the book:

A. Winnett (a South African writer and editor since youth, who immigrated to Israel in 1994. Web site: ‘Hodu.com—your gateway to better communication skills’ at http://hodu.com; email: azriel@hodu.com)

Carter McNamara, MBA, PhD

Developer of Free Management Library and Organisation Development Consultant

Greater Minneapolis-St. Paul

Managing Consulting

Email: carter@authenticityconsulting.com

Web site: www.authenticityconsulting.com

Blog: www.managementhelp.org/blogs

D. Rowntree

Author of The Manager’s Book of Checklists, 1991

Email: D.G.F. Rowntree@open.ac.uk

Web site: www-iet.open.ac.uk/pp/D.G.F.Rowntree/derek.html

John Ford

Email: johnford@mediate.com

Web site: www.johnford.com

Kwelanga Training

Kwelanga Training provides solutions for office professionals in the fields of structured communication, business value programme, and corporate life skills.

Email: info@kwelangatraining.co.za

Web site: www.kwelangatraining.co.za

P. Vajda, PhD, CPC

True North Partnering—Guiding to a Better You

Phone: 770.804.9125 (Atlanta, GA, USA)

Email: pvajda@truenorthpartnering.com

Web site: www.truenorthpartnering.com

Twitter: @petergvajda

S. McPheat

Managing Director at MTD Training, Bestselling author and sales authority and regarded as a thought leader on modern-day selling. To find out more about Sean, please visit www.seanmcpheat.com.

The Seasoned Campaigner

Operates under the umbrella of The Noma Asil SA Trust, whose business performance practitioners are a group of alliance partners—all business specialists in their own right—drawn from a variety of professions, backgrounds, and experiences. They get together to tackle the problems of troubled businesses, and their sole purpose is to turn underperforming, distressed, and traumatised companies around—to revitalise those that have stagnated.

Seasoned Campaigner

Ophir Enterprise Development

PO Box 1354

Edenvale, Gauteng 1610

Ed.brickness@ophir.za.org

Tom Esch

President: Creating Resolutions, LLC, providing skills and awareness support for people to have courageous conversations so they can work through blockages to achieve organisational effectiveness.

3109 41st Av South

Minneapolis. Minnesota 55406

Email: tom@creatingresolution.com

Web site: www.creatingresolution.com

A special word of thanks to a friend and mentor Mr Phillip Mtshali Phore for the fundamental role he played in couching the development, language, and direction of the book.

Myrah K Tshabalala

Date: 21 November 2013

INTRODUCTION

ORIENTATION TO THE BOOK

The fact of storytelling hints at a fundamental human unease, hints at human imperfection. Where there is perfection there is no story to tell (Ben Okri).

South Africa is facing an enormous challenge in transforming its delivery of the service, not only to meet the citizens’ expectations of quality services but also to improve service delivery to ensure quality life (A framework to guide government’s programme in the electoral mandate period 2009-2014).

Many keep uttering the words the state of the public service is frightening, and Auditor General Terence Nombembe has also endorsed it when he said ‘The situation is dire, things are serious, and they are even more serious than we thought they are, they are more serious because the people that are employed by government to do work are least prepared and equipped to do it.’ These he said at the opening of Deloitte’s new building in Pretoria (Sapa; AG warns about ‘dire situation in SA’, 7 May 2012). Consistently, the Deputy President: Kgalema Motlanthe retorted at the 2013 Government Leadership Summit, convened by the Ministry of Public Service and Administration, ‘Nineteen years into democracy, our government has run out of excuses. We cannot plead ignorance or inexperience. For almost two decades, the public has been patient in the face of mediocre services. The time for a ruthless focus on implementation has come’ (Albert Pule; GCIS)

While this was once raised by Mona (PSM; Experience does not have to kill enthusiasm, April 2011, p. 14), it is a concern to many. Mona was the deputy CEO of communication and content management, Government Communication and Information System, and PSM is a magazine for public service managers, and it is hoped that this magazine will reach every manager in the public service. It must be disturbing to all that massive increases in expenditure on services have not brought the results anticipated and expected by the public.

To achieve improved service delivery, there is no doubt in many minds and hearts that what is needed is people-centred public service, a public service that accepts both the challenges and opportunities of being a primary agent of the developmental state (SMS, 2003). The government accepts that it must be more effective in its actions and thus needs to understand and accept why it has too often not met its objectives in delivering quality services. It agrees that it must improve the quality of its services, and it is also aware that the reasons for failure vary in different areas. It has identified amongst them two that are key in the book: management weaknesses and absence of a strong performance culture (Speech by Minister in The Presidency for Performance Monitoring and Evaluation Collins Chabane on the occasion of tabling to Parliament The Green Paper on Performance Monitoring and Evaluation, 8 September 2009).

Key Question

1 . Could management weaknesses and absence of a strong performance be linked?

With the significant evidence that management and leadership affect performance negatively and impact negatively too on the outcome, there could be a link between management weaknesses and absence of a strong performance culture. The government accepts also that this anticipated improvement cannot be achieved without capable, committed, strong leadership and management. The modern public service requires leaders with an array of skills, both hard and soft, in order to manage competing policy priorities and mandates, inhabited by people who bring with them a wide range of backgrounds, cultures, and experiences. The Senior Management Service (SMS) Programme was developed out of the recognition of the critical role that management plays in the effective and efficient functioning of the public service. While management weaknesses and absence of a strong performance are currently a major public service problem, it is clearly written in the SMS Handbook that an ethical culture cannot develop in an environment where there are no effective mechanisms for the detection, investigation, and institution of misconduct (SMS Handbook; Ethics and conduct, 2003, p. 7).

SMS Handbook is the second edition and it incorporates all the determinations, directives and guidelines issued by the Minister for the Public Service and Administration (South Africa) to the SMS as at 1 December 2003. As a legal mandate, it is issued in terms of regulation 1 D of chapter 4 of the PSR and it must always be read in conjunction with the Act, the PSR, relevant collective agreements and circulars. It is an invaluable tool to guide and inform senior managers in the public service, and its purpose is set out, in clear and concise terms, the conditions of employment and the roles of SMS members (Foreword, SMS Handbook). As SMS competency framework applies to members of the SMS only as defined in the Public Service Regulations, 2001, Public Service Middle Management Competency Framework (2005), has been considered for other levels.

Middle management is, according to Public Service Middle Management Competency Framework (2005), salary levels 11 and 12, which are positions of technical specialist that have supervisory and management tasks inherent to their job content. The Middle Management Competency Framework (MMCF) was developed and introduced by the department of public service and administration (South Africa) as a continuation of the initiatives that started with the establishment of the Senior Management Service (SMS) Competency Framework in 2005. It constitutes a set of generic managerial competencies that are common to all middle managers.

Otte former president of Discovery Channel once said, ‘Being human at work shows that human accomplishment emanates from the wisdom of the body, soul, spirit and mind. When operate as though it is only from our intellect, we use a fraction of our capacity’ (www.mediate.com, Conflict Management E-Newsletter October 2003 # 45) and that made a whole lot of sense.

Identified Fundamental Business Problem

That citizens have lost confidence in the ability of government to provide quality services has been a prominent side of the flawed face of South Africa’s dismal public service for quite some time now. The public sector in the country is in danger, service delivery is threatened, and the growing concern that its performance has not kept pace with the expectations by both the government and the public demand for quality services, with the employees less inspired, have all put management under spotlight.

Key Concern

How does an institution as big as a government, with a multigenerational and hierarchical workforce, gets the best out of its employees?

While this concern was raised by Mona, deputy CEO of communication and content management, government communication and information system (PSM; Experience does not have to kill enthusiasm, April 2011, p. 14), it is a concern to many, including President Zuma who, in his conversation with the leaders, talked emphatically about the need to change the culture, appearance, and manner in which public servants work. This new manner is one that takes public service back to basics. The need should, according to him, put into practice our slogan of Batho Pele, which literally means ‘put people first and ensure user-friendliness that will encourage people to come to the public service for help’ (PSM; Conversation with leaders, April 2012).

Key Question

1. What is the role of management in this equation?

Every problem comes to make us or break us; the choice is ours—whether we become victims or victorious. This is a challenge, above all calls, for all managers to step back and think for a moment on what could be responsible for this absence of the needed strong performance culture, and chances are what may be thought of as reasons for failure may not be the real root of the problem. This I see as a challenge mainly because managers must display positive attitudes and behaviours and demonstrate awareness and willingness to respond to citizens in order to meet their needs, requirements, and expectations, as well as improve service delivery. It is common understanding and expectation that for senior project managers to remain successful and deliver without fail, they must hold advanced technical skills and project management expertise, report Davis and Cable (2006).

Thus, managers must, as required by the MMCF, 2005, apply technical knowledge and skills called for in the specialist and professional job and responsibilities in order to achieve the expected results (Public Service Middle Management Competency Framework, 2005). Key conditions for effective performance in management are that managers take responsibility for results and that their key result areas (KRAs) should focus attention on actions and activities that should assist units and ultimately the departments in performing effectively (SMS Handbook, 2003). However, it is not only actions and activities that are critical in management but also thoughts, words, deeds, habits, attitudes, behaviours, and decisions, for they all can either improve or decrease office morale and can impact on the success. Thus, they require one to be ethically correct before thinking, speaking, acting, and displaying habits, attitudes, and behaviour and also before making any work decision.

On one hand, senior managers are in terms of SMS Handbook charged with the responsibility to convert the policy mandates of government into effective departmental strategies, plans, and programmes. They are also charged with the responsibility to ensure that resources both material and human are effectively used and accounted for in the pursuit of performance delivery (SMS Handbook, 2003 edn). On the other hand, middle managers must apply technical knowledge and skills required in the specialist and professional job role and responsibilities to achieve the expected outputs (Public Service Middle Management Competency Framework, 2005, p. 32). This has prompted the need to find circumstances that have led to ‘absence of a strong performance culture’ and push for their prioritisation in efforts to improve service delivery.

An indication that This Is a Problem

It is critical that being elected by people into power confirms their confidence in you and your policies with a belief and expectation of improvement in their lives (Speech by Minister Collins Chabane, 8 September 2009). But when ‘the people voted into power are slow in taking responsibility for what they had been voted in for’, said Auditor General Nombembe (Sapa; AG warns about ‘dire situation in SA’, 7 May 2012), it can be depressing. The challenges that beset the public service are marked by the level of anger seen and reported on news every so often. Even though this particular survey by IDASA points to a dramatic decline of 89% in satisfaction by citizens in local districts municipalities with the quality of municipal services, it is critical that the public remains satisfied with the entire public service and, as such, with the government of the day (Dissatisfaction by the public, City Press, 2011). IDASA is a political think tank, the Institute for Democracy in Africa which undertook a survey in 21 municipalities across four provinces; KZN, Mpumalanga, Limpopo and North West (City Press,10 April 2011)

The public’s discontent with lack of service delivery to poor service where it is delivered and government’s poor response to their demands with no accountability for its actions have led to the fast-growing loss of credibility and respect for both government and public servants. This contributes also to the feeling by citizens that the government does not care about them indicates a sector in turmoil. The public in its effort to hold the government accountable in demand for service delivery hit the country every now and then with protests.

The public is up in arms; taxpayers have begun to grapple with the fact that they are faced with the burden of tax for services that they do not even use because of their poor quality. Rate payers’ gripe is that they are not receiving the necessary services that they are paying for and where there is provision of service, it is of poor quality. It is critical that while some citizens have given up and place their hope in God, the majority is demanding what they rightfully deserve and expecting the government to heed the call.

This alarming rising number of protests around the country with a total of 173 in 2012 (3rd Degree, 16 February 2013) has become a momentous problem with citizens having lost confidence in the ability of government to provide for them. Of all these protests, twenty-four major ones erupted across the country since the start of 2009, paralysing pockets in three provinces, reports Cloete in Heyns’s article (Are we sitting on a time bomb, 2009). While protests and strikes are a democratic and constitutional right of every citizen, the images of the lifeless Tatane, who died protesting for service delivery in free state, will never fade in the minds of many who were shocked by the full view of police brutality (Outrage over the murdered protester; Tatane who paid the highest price for services, The Sunday Independent, 20 April 2011). For the president, these protests highlight weaknesses in government institutions (Heyns, 2009).

Protests are fast getting violent with looting of businesses. More worrying is the toll that protests take in, calling for more police and probably compromising attention on serious crimes in the country and on international damage, which could create nervousness about investing in South Africa (3rd Degree, 16 February 2013).

Trust has gone down, interaction between government and the citizens has fast become less than anticipated, and the usual high levels of voter participation are no more. While the Independent Electoral Commissions (IEC) 2010/2011 voter participation survey showed a slight decline in voter satisfaction with South Africa’s democracy, it can be expected that satisfaction might have deteriorated by now. ‘Around 80% of visits to health care providers are said to be due to stress-related conditions’ (Stress at the workplace costs SA billions, 2012). Hence, Dr James Arens of Pro Sano Medical Schemes urged employers to actively and urgently seek new ways to encourage healthy work climate to decrease absenteeism, reduce medical claim costs, and encourage employee productivity (Disease take toll on employees, Citizen, 15 May 2011).

Discussion on the Problem

Executive and senior management levels are overly significant for organisational success simply because ‘they should establish unity of purpose and direction of the organization’ (ISO Standards; Leadership and Management, Principle No. 2). They are the beginning and the end in organisations and should provide necessary direction towards realisation of organisation’s goals. It is critical that they are vested with positional power to create a conducive environment and sustain it for optimal use of employees and achievement of employers’ goals. While this is the case, management is unfortunately under fearful attack. As the government denounce it as one of the challenges, it is being challenged worldwide for this isn’t a unique problem. There is clearly a crisis of confidence in management with anger, bitterness, and levels of respect about to hit rock-bottom. Dignity is at stake and has become lesser and lesser by the day.

Competency of the managers is being questioned in different surveys and literature in different forms by different people and groups with interest at different places in both private and public sectors, national and international. This being the case, relations between managers and those under their direction is at the lowest level. Tensions are high and of particular interest are the highly strained relationships between managers and their team members in practice, affecting interaction, compromising communication, and impacting on the quality of performance. Surveys are according HYPERLINK "http://www.psychologytoday.com/articles/authors/willow-lawson Lawson (2013) ‘show that up to half of all workers have a shaky, if not downright miserable, relationship with their supervisors’ and Gilbreath foresees depression and other HYPERLINK http://www.psychologytoday.com/basics/psychiatry \o Psychology Today looks at Psychiatry psychiatric problems in the HYPERLINK http://www.psychologytoday.com/basics/career \o Psychology Today looks at Career" workplace caused largely by relationship with the boss. Thus, healthy working relationships are a must for communication that is well and helps to produce results.

The two (managers and their subordinates) are found to be in different camps despite the common goals that they are supposed to be pursuing. The signs of emergent tensions, conflict, and rigidities at the workplace exhibit narrow-minded attitudes and behaviours that encourage individualism and silos which, as expressed by many, is an illness in the public service. The obvious resentment between managers and employees and among employees themselves is rather serious since it essentially involves working together. Johnson wants us to imagine employees finding themselves always in an environment that lacks or have constrained communication between teams and their managers; an environment with negative attitude is the order of the day with no team building efforts, no organisational functions, and no help and willingness to make the environment conducive. No employee will remain motivated under such miserable and hostile conditions, it will only be a handful. (The Work Environment and Employee Productivity, 2006) Imagine also what it would be like when appropriate action could be taken here and at the right time too.

It is often expressed that work environment is not conducive and is unsafe and unbearable. Workplace challenges are, according to many, complex and range from tensions, strained relationships to outright bullying. Christianson, Le Roux, and Strydom (2002) suggest that ‘knowledge and appreciation of the rules of the game enable players to keep within the rules’ (Essential Labour Law: Individual Labour Law, 2002, p. ix). Many employees assert that because of poor management, continuing adversities and increasing suffering, unhappiness, and lack of fulfilment have taken the centre stage. These are embarrassing horrors about certain managers that have left managers’ dignity and integrity in tatters.

Management requires extensive interpersonal contact with almost everyone—their colleagues, partners, other stakeholders, and particularly subordinates—thus making communication key and relationships integral across the board. It is critical that the three variables (liable to change) are mutually supporting since disturbance to one affects the others. Yet there are many interacting problematic factors at the workplace; they affect not only the quality of performance but also the quality of life of the public servants, resulting in effect also on the quality of life of the citizens.

Recognition of subordinates in the public service has since showed little positive reception by management (Towards a Fifteen Year Review, 2008). Character is suffering, and so does the reputation. ‘We have become known as one whose orientation to life and work as self-serving, egocentric and uncaring about others. We do what we need to do to get by—It’s all about ME!’ (Vajda, 2011a, Character: have you got it? 7 September 2011).

Mona, former Deputy CEO, Government Communication and Information System (GCIS), is another of the troubled ones by the existing tensions and misunderstanding that often characterise relations between employees from different generations and/or ranks. Younger government employees’ frustration is often exacerbated by being judged on age or rank, and having no access to their senior managers, he argues (PSM; Experience doesn’t have to kill enthusiasm, April 2012, p. 15).

‘One has heard of employees in government being refused access to certain meetings on the basis of rank wherein a director-general does not allow directors in his/her meetings, only deputy director-generals and chief directors,’ he corroborates (PSM; Experience doesn’t have to kill enthusiasm, April 2012, p. 17).

PSM stands for Public Sector Manager, the magazine for public sector decision-makers, which was introduced in April 2011. It is hoped that all public sector managers have access to it.

Web sites such as ‘Quid pro quo’rongostar1@live.com have been created for anyone who wants to tell about management horror stories, and such horrors are defamatory, vilify and condemn management, and have made a large dent in an overall professionalism of management structures. To many, the mere thought of the word manager heightens anger and bitterness. The media, surveys, and investigations continue to indicate disturbing levels of mismanagement from financial to disturbing percentages of employees who are aggrieved about matters concerning their jobs and many other circumstances at the workplace.

They highlight the decay and erosion of the quality of management but, however, give a perfect picture of how workers feel, think and say, about managers. They also provide an invaluable opportunity to gain first-hand information or feedback from the disgruntled employees on areas that require attention and areas where energy should be channelled. It is critical that everything we do as managers counts because it has potential to either enhance or diminish quality in performance, while every thought, word, deed, behaviours, attitude, and decision we make equally count, for they too can either add or destroy quality in both performance and results. Below are some statements that are very worrying and compelling and have been pulled out as another form of corroboration. These and many other stories are available for example at JobMob.com, Quid pro quo rongostar1@live.com, and so on. Of course, the list of managers’ horror stories is endless on the web.

The following are the examples of some really worrying statements:

1. ‘Employee morale has been effectively killed and if there is anything that can make employees happy and productive again, it is you—manager.’ (City Press, 2 October 2002)

2. ‘Most people who resign are fleeing their managers and not the organisations themselves.’ (Careers, Business Times, 6 April 2003)

3. ‘Look around any organisation, and chances are you’ll find at least one person whose negative behaviour affects the rest of the group to varying degrees. Now a new research has found that it only takes one such toxic individual to upset the whole apple cart.’ (Amle, B. How one bad apple can create a toxic team, 2007, Taken from Felps, W. and Mitchell, T.)

4. The so called bad apples are people who don’t do their fair share of the work and are chronically unhappy and emotionally unstable or who bully or attack others, act like a virus, destroy team dynamics, and create unit, cluster, or even organisational dysfunction. (Judge quoted in the article The price of poor management, 10 April 2007)

5. ‘Why aren’t there more managers who make work pleasant?’ (JobMob.com)

6. ‘What is it with managers that don’t really know how to manage companies properly?’ (JobMob.com)

7. ‘A manager comes to work full of her