Public Administration Commons^™

Unleashing Innovation In Public Agencies, Christine G. Springer

Public Policy and Leadership Faculty Publications

Nurturing continuous innovation and renewal in public agencies is not only important but critical to successful public management in an environment of change. Innovation is a tool for transforming the entire culture of organizations and there is a growing recognition that fostering a culture of innovation is critical to success. It is even as important as mapping out competitive strategies, maintaining good profit margins in revenue areas or meeting statutory requirements. There are fifteen types of teams and individuals that fuel innovation inside organizations: five outsiders and ten insiders. By developing and supporting some of these innovation personalities that often …

Strategic Recovery Requires Leadership, Christine G. Springer

Public Policy and Leadership Faculty Publications

As public managers work toward a successful recovery post-midyear elections, we all must deal with system-wide problems arising from the recession. This requires first recognizing that the crisis continues and must be addressed not just by increasing revenue but by fixing system-wide structural and operational issues.

To do so involves developing the skills required in a recovery, identifying the causes of the crisis so that future crises can be better managed and concentrating on the key areas of leadership expertise needed to effectively communicate and deliver better outcomes.

Making The Most Of Opportunities During A Recession, Christine G. Springer

Public Policy and Leadership Faculty Publications

The best public managers know that conventional thinking won’t get them through tough times and that a recession is a rich opportunity to reinvent their organization and to lay the groundwork for future successes. Good times are when managers experience their greatest success. But bad times provide the greatest opportunities to rethink how the organization will persist through the inevitable up and down economic cycles so as to be successful in the future. Smart managers today that I have engaged regarding this process say that they plan for both the good and bad times by continually focusing on six processes: …

Strategic Management Of Three Critical Levels Of Risk, Christine G. Springer

Public Policy and Leadership Faculty Publications

The financial crisis that erupted in 2007 revealed a major gap in the management systems of government and business. For the most part, governments focused on revenue growth, productivity, cost control and quality. There were many interrelated factors involved with the failures but two in particular stand out in my mind: a failure to explicitly account for risk when formulating organizational strategies and a failure to monitor and manage the risks that they had identified and assumed. Organizations face many different types of risk but often they can be categorized into three types based upon their predictability, controllability and management. …

Strategic Management In A Networked World, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article provides guidelines to an effective approach of managing employees in the U.S. These include the ability to both detect a problem and to effectively respond to it. It is also considered important when strategies are adopted, where a collaborative action among network partners can be promoted. The author also stresses the importance of valuing and nurturing organizational learning and development.

Network Governance And Health Care Policy, M. Ernita Joaquin, Nathan Meyers

Public Policy and Leadership Faculty Publications

As a paradigm, network governance is trumping “public administration” or traditional models of government. Policies taking a network governance approach seem to have a greater chance of goal
attainment. Is network governance in health care policy a means of bridging the ideological divide, what with national health policy initiatives tripping on partisan hurdles? One example of network governance (as expounded by Stephen Goldsmith and William Eggers in their 2004 book) at the state level is high-risk health insurance programs (HRPs).

Motivated To Serve: An Empirical Examination Of Motivation And Consequences In The Public And Nonprofit Organizations, Sung Min Park, Jessica Word

Public Policy and Leadership Faculty Publications

This article draws upon a sample of nonprofit and state government managers to examine the role that service motivation plays in both sectors. The research addressed three main questions: 1) what are the main motivational types and constructs of managers in the public and nonprofit sectors? 2) what differences exist between these sectors in terms of level of motivation? And 3) what are the long-term and short-term consequences of different types of motivation? Our findings suggest that in many ways public and nonprofit managers are similar in terms of the importance of intrinsic versus extrinsic rewards. Public and nonprofit managers …

Managing In A Time Of Crisis, Christine G. Springer

Public Policy and Leadership Faculty Publications

Some managers shine during a major crisis, while others don’t. As a strategic manager, one must follow a comprehensive protocol that includes the implementation of teams, systems and tools to respond to a crisis. It also requires having an action plan in place to react quickly, manage rumors and respond to victims and stakeholders sincerely while recovering from the crises’ impact. It starts with being willing to ask and answer important questions like: What is the worst that could happen? It then requires addressing how to plan for and avert crises by securing the workplace and the proper management of …

Transition Teams Matter, Christine G. Springer

Public Policy and Leadership Faculty Publications

As President-elect Obama comes to office, his administration faces daunting challenges and yet many expect that his diverse team of cabinet appointees may serve as a model for future transitions. In order for this administration to be truly successful, more is required. There must be functional teams in place not only at the cabinet level but also at the public administration level within each agency that operate according to clearly defined decision-making protocols and understand what they are accountable for and are willing to own the results achieved. This requires leadership, team skill and an alignment process so that progress …

Emergency Managers As Change Agents, Christine G. Springer

Public Policy and Leadership Faculty Publications

Since 2001, FEMA and others have been defining and refining competencies for emergency management professionals. In so doing, they have addressed directly and indirectly the qualities of leaders. We know that leadership is not a person or a position. It is a complex relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good. We also know that transformational or change-based leadership has become an organizational necessity given the fact that emergency management as a profession is just now coming into its own and emergency management jobs are not traditional in terms of the how, …

Organizational Credibility Counts, Christine G. Springer

Public Policy and Leadership Faculty Publications

As economic stressors increase and voting participation decreases, it is important for public administrators to find ways to minimize the negative consequences of distrust in government and to rebuild credibility by making the necessary changes to organizational culture, improving business practices, working with the media to build new more positive relationships, and by accentuating the good news about progress made. Events like Hurricane Katrina tragically teach us how long lasting one negative event can truly be because it is truly a disaster not only for those directly affected but also for those indirectly involved due to its negative affect on …

Strategic Management Of Crises, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article discusses the duties and responsibilities of managers in assessing workplace threats. Managers should care when someone causes harm in the workplace. It is a duty of the managers to warn through a collaborative discussion about the advantages or drawbacks in a small group meeting. It is also an obligation of managers to act when an employee indicates that he or she is being harassed or threatened.

Strategic Management In Action, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article discusses the significance of a strategic management in achieving an organization's future initiatives in the U.S. In order for the strategic management process to work, relevant criteria must first be used to make decision and then a consistent management process needs to be agreed. Strategic actions are programs outside an organization's operational activities that are meant to help the organization achieve its strategy.

Managing With Foresight And Insight, Christine G. Springer

Public Policy and Leadership Faculty Publications

As we begin the New Year, it is important to look at the trends that need to be considered in the future and how or if these driving forces will define what strategic management means in 2008. It is also important to understand that looking to the past alone for guidance may skew our view of present facts even when those facts are supported by sound data. Strategic managers make sense out of what is going on around them and what is possible in the future by looking and listening to forecasts for the future, to what is critical for …

Managing With Foresight And Insight, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article shares the author's views on managing with foresight. According to her, strategically managing with foresight has always required with informed understanding. She stresses that one of the most effective disciplines for learning from experience is After Action Review (AAR). She expresses that AARs are examples of tools for foresight because it seeks to learn more from what have happened and apply the learning to an organization's understanding of the future.

Managing Through Strategic Agendas, Christine G. Springer

Public Policy and Leadership Faculty Publications

The author discusses the development of the Balanced Scorecard and strategic agendas on solving social and economic problems by the government. She stated reasons why organizations or countries choose to establish strategic agendas, such as it helps develop a vision, serves as a framework for monitoring government and nonprofit performance, and develops political platform. She concluded that its establishment is vital to success in developing countries and in the federal system of government.

Putting A Face On Organizational Innovation, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article discusses the author's view on the importance of fostering continuous innovation and renewal in public agencies for the success in public management. The author shares that she has come to understand that there are 15 types of teams and individuals that feed innovation inside organizations, outsiders and insiders. She said that by developing such innovation personalities, public managers have the chance to support new concepts in improving processes.

P.A. In The Era Of Competitive Sourcing: Quality, Qualitatively, M. Ernita Joaquin

Public Policy and Leadership Faculty Publications

Among President George W. Bush's management initiatives, competitive sourcing was the most complex, most challenging, and most politicized, admitted Angela Styles, chief of procurement policy at the Office of Management and Budget (OMB), in 2002.

Styles had left OMB when I started my research but behind her the battle raged on how to subject thousands of federal commercial jobs for public private competition under the rules of Circular A-76 and according to performance criteria set by the OMB Scorecard.

In competitive sourcing, if contractors can perform the job more efficiently than the govemment team, the work is outsourced and the …

Making The Message Matter, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article provides tips on how to make effective communication in business and political office. According to the author, speakers should be sincere and consistent in delivering their messages to ensure that the public has grasped the given information. It also mentions the need to use sound and texture to make the message more memorable and inspiring.

Leaving A Leadership Legacy, Christine G. Springer

Public Policy and Leadership Faculty Publications

The author reflects on the concept of leaving a leadership legacy on public administration. She states that it is all about making a difference and that means taking stands on things that matter in the field. It also means acting courageously where there is no money-back guarantee. Furthermore, she stresses that legacies are not just wishful thinking where public managers choose to leave will be based upon the life they lead.

Taking The Time To Rebuild Trust In Government, Christine G. Springer

Public Policy and Leadership Faculty Publications

The author reflects on the importance of trust. She stated that trust is more significant than ever to public managers as trust in the government ebbs. It is important to public managers because it directly impacts the speed and cost of getting things done. Moreover, she considers command and control management and downsizing and reengineering as threats to any trust infrastructure.

Communication Counts, Christine G. Springer

Public Policy and Leadership Faculty Publications

The author discusses the necessity of communications in a business setting. She cited the implementation of Plain Talk by the Annie E. Cassey Foundation which proves the fact that policy works best when decision makers, community residents and citizen customers communicate effectively. She also revealed that to surely achieve success in the business, it is suggested to never underestimate the emotional power of human nature and build a sense of community through continual communication.

Managing Conflict To Build Consensus, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article discusses views on dealing with conflict to build consensus in strategic management. Fostering conflict to improve decision making while building consensus so essential to effective implementation demands the stimulation of debate, keeping conflict constructive, ascertaining that the process is fair and legitimate and being able to reach closure.

Strategic Partnerships In Public Service, Christine G. Springer

Public Policy and Leadership Faculty Publications

Presents the process to a successful strategic partnership in public service. Importance of trust between the partners; Definition of mission, goals and objectives in the partnership; Establishment of relationship boundaries.