By Stewart Liff
With public scrutiny intensifying each day, optimizing the functionality of presidency staff and departments is extra serious than ever ahead of. And simply as within the inner most area, the most important for managers is to appreciate how assorted administration structures practice separately and engage with each other. This publication examines the jobs and demanding situations of structural and technical structures, details and decision-making procedures, rewards platforms, and human capital administration, and indicates managers tips to: convey transparent and constant messages to all staff; place staff and devices to supply the absolute best carrier to the general public; carry them dependable via transparent expectancies and measurable ambitions; and paintings with a powerful management staff to take care of, regulate, and enhance all approaches. Liff devotes a bankruptcy to every procedure and discusses its influence on performance in addition to the best way to paintings proactively and innovatively to enforce adjustments that might make an incredible distinction. together with real-world executive case reports demonstrating dramatic swap, the booklet is either an suggestion and a blueprint for enormous development inside of each side of presidency paintings.
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Extra info for Improving the Performance of Government Employees: A Manager's Guide
What speciﬁc responsibilities are given to which roles? What are the planning processes? What are the critical decisions, and how are they made? It also includes choices about the capture, distribution, and display of information. 4. The people system deals with how people are attracted, selected, oriented, trained, certiﬁed, performance managed, and promoted. It also includes career development choices. 5. The reward system is the pay and beneﬁts structure, but also includes incentives, celebrations, and informal rewards and recognitions.
Our director at the time had been reading about business process reengineering, and he believed that our processes were inefﬁcient and could be greatly improved. At the time, every regional ofﬁce had many layers of man- 44 Improving the Performance of Government Employees agement, and employees were generally organized in silos, meaning they were grouped according to their job responsibilities. In essence, the jobs were relatively narrow in scope (different people involved in the claims process were responsible for placing a claim under control, gathering the evidence, rating the claim, determining the award, writing to the veteran, authorizing the claim, deciding an appeal, and so on), most employees had little if any interaction with veterans (a relatively small customer contact team responded to inquiries from veterans), and an incoming claim moved along a virtual assembly line, although in reality it often bounced back and forth between the many hands that were involved in processing the claim.
External Inﬂuencing Factors The external environment constantly drives changes in government organizations. Customers, unexpected events, the media, Organizational Systems 25 the White House, Congress, the Inspector General, other taxpayers, stakeholders, unions, and other factors can all create demands that force governments to respond and react. If they do not, events can quickly spin out of control, and the organization will wind up with a bunker mentality, hunkering down and taking blows from every angle.
Improving the Performance of Government Employees: A Manager's Guide by Stewart Liff