The Changing

Public Sector
Smita Tripathi

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The Changing Public Sector
 Lecture Plan
 How change happens within organisations?
 Can change be led successfully?

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Public Management Reform
 Global phenomena
 Changes in Government
 1950s onwards
 New institutional mechanisms
 Changes in structure and culture
 And, values- freedom, transparency et al
 Overall Performance and Quality of Life
concerns
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Benefits…
 Numerous, as well as unintended
consequences…
 Too much, too soon
 Public scrutiny and transparency
 Gaming
 Cost benefit evaluations - mixed picture

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Emerging Management Challenges

 Revenues
 Capacity
 Trust
 Leadership and change

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Challenges for leadership
 Reforms
 Contending aspirations of state, private sector
and civil society including employees and
customers
 3Es
 Executive and political imperatives
 Market demands
 IT advances
 Dispersed knowledge
 Global economic shifts
 Different cultures
 Multi-agency partnerships 6
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 Capabilities to Manage Reform
New
NewRecruits
Recruits
Processes & Consultancy
Consultancy
Change
Change
Systems Initiatives &
&Training
Training
Initiatives

Capabilities Capabilities Capabilities

Capabilities
Capabilities Capabilities for
formanaging
managing
for
formanaging
managing for
formanaging
managing the
the
thePresent
Present Change
Change theEnvisaged
Envisaged
Future
Future
Training
Training& &
Development
Development
Pilot
Pilot
•External Stakeholders Projects
•Regulatory mechanism Projects
•Governance Agendas
•Press & Public opinion Network
Network
Knowledge
Knowledge
Management
Management

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 Four Phases of Change…
Leadership Tasks

Change Change
Change Post-Change Post-Change
Post-Change
Change Event
Eventor
or Post-Change ‘Steady
‘Steady
Initiation
Initiation Process
Process Transition
Transition State’
State’
• Identification • ‘Change • Maintenance of • Re-evaluation
of change Management’ morale • Re-casting of
imperatives -Communications • Maintenance of performance
• Strategic -Team-building momentum measures
option • Change
evaluation -Training &
development tracking
• Alignment and
developing a -New systems &
shared vision structures
• Planning and
mobilisation
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Traditional Model of the PS
 Model employer – significant rights and entitlements
to employees
 Paternalistic style of management
 Rational-legal bureaucracy
 Highly centralised, standardised and formalised
 Started changing under pressures
 greater responsiveness and efficiency; financial crisis; the
move towards ‘hollowing-out’ and away from ‘big
government’.

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Managerialised Model of the PS
 NPM and its concomitant changes
 Emphasis on private sector management techniques
 Flexible, market-based form (Hughes, 1994)
 Challenged notions of a career service, stable and
lifelong employment, service- wide employment
conditions.

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The Public Sector Context
 Network perspective
 Partnerships, across organisations, ANT
 Value Perspective
 Dispersed power, paradoxes, multiple conflicting
objectives
 Practice perspective
 Complexity of rules and procedures, learning,
experimentation, critical insights
 Leadership is socially constructed thru action and
daily conversations,
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 Different leadership
styles
Transactional
Transformational
Dispersed
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Elements of leadership
 Influence
 Groups
 Goals
Influence Groups

Goals

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Transactional Leadership...
 Based on legitimate authority within the
bureaucratic structure of the organisation
 Based on Mutual Dependence and
‘Exchange’

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 Transformational Leadership...
 Based on instilling higher levels of
motivation and commitment among
followers
 Generating a ‘vision’
 Creating a feeling of justice, loyalty, and
trust

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 Transactional and
Transformational leadership
The transactional leader:
• Recognizes what it is that we
want to get from work and tries
to ensure that we get it if our
performance merits it.
• Exchanges rewards and
promises for our effort.
• Is responsive to our immediate
self interests if they can be met
by getting the work done
(Based on Bass 1985 - Wright 1996)
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The transformational leader:
• Raises our level of awareness,
our level of consciousness
about the significance and value
of designated outcomes, and
ways of reaching them.
• Gets us transcend our own self-
interest for the sake of the team,
organization or larger polity.
• Alters our need level (after
Maslow) and expands our range
of wants and needs.
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Dispersed Leadership
 Community leadership
 Based on empowering, motivating and
enabling others to emerge at the helm
 Based on building capacity
 Uses concept of organisational learning
 Improvisation and creative processes

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