The Nature of Managerial Work
The roles of the managers in both the private and the public sector mostly remain the same. In the public and the private sector the executives have the interpersonal roles where they interact with the subordinates in the various areas of management. As the managers in both the private and the public sector perform figurehead roles which include the ceremonies and social duties to create positive relationships with the stakeholders and the entire communities (Lau & Pavett, 1980). They play the leadership roles to motivate staff and train the junior workers to prepare them for more demanding roles in the organizations.
The management executives in the public and the private sector create relationships necessary to allow the groups function effectively under the different contexts of operations. The managers in public and the private sector also have the informational roles of transmitting the information within and without the organizations. The informational roles ensure that the executives in the public and the private sector fully engage both the employees, partners, clients and the entire stakeholders on the operations of the organizations.
The executives also have the decisional roles that inform the designing and initiating organizational change projects. The executives also engaged in the management of the crisis to rectify unexpected situations in the groups. Key among the functions of the managers in organizations is the allocation of resources for the smooth operations. The distinguishing feature about the managers in public and the private sector is the pressure to deliver the desired outcomes in the industry (Buelens & Van den Broeck, 2007). The operations in public are relatively relaxed although the structure of the managements has no major discrepancies.
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The first step in the decision-making process is to frame the issues correctly to enable the individual determine what exactly they desire to achieve with the adoption of the decision. The decision process requires a prior analysis to determine what one desires to achieve with the adoption of the decision. The decision process involves asking the right questions in the information gathering stage. Before any decision is adopted the search for the necessary background information is necessary. The research enables one to understand necessary details likely to influence the adoption of the decision.
A decision on the matter before one gathers necessary information could lead to massive losses or adversities that could be avoided. The research improves the quality of data related to issue requiring a decision. Whereas the decision-making process is commonly viewed as an event, it could as well be viewed as a process which requires adjusting and monitoring to remain on track and focused. It is critical to frame the issues correctly to create the right mental constructions related to the issue under consideration.it is paramount that the decision is not overconfident which could compel them to make decisions without consultation. It is important to consult the professionals to eradicate subjectivity in the decision-making process.it is pivotal that one balances the process by considering the available resources, manpower, and the desired goals so that all the aspects of the process get the appropriate attention (Buelens & Van den Broeck, 2007). It is important to reevaluate the skills and the resources at the implementation of the decision to ensure that the subject does not deviate from the set goals. Proactivity rather than reactivity is crucial in the goal making process.
Skills for Managerial Success in Government
The managers in the public sector require general skills to navigate the terrain the in the government operations. A high level of the leadership skills is necessary due to the nature of the diverse teams in the various departments within the organizations. Every manager in the government agencies must demonstrate a reasonable level of human resource management skills, financial management and planning skills, negotiation and strategic management, communication skills as well as marketing skills. The managers in the government departments require to possess all-around skills as they have to engage, motivate, direct and plan yet remain focused on the mission, vision, and goals of the organizations.
The choice of the skills for the managers in the government departments is informed by the critical roles that the managers paly in the transformation, organization and the strategic planning of the government agencies (Denhardt, Denhardt, & Aristigueta, 2012). The administrators in the public bodies have management divergent views, expectations, opinions and aspirations of many, yet engage in the implementation of the strategic planning under clearly defined timelines. The choice of the skills is based on the fact that the managers would achieve dismally if the lack the competencies and the skills in the highly demanding positions (Ho, Xu, & Dey, 2010). The skills are important to enable the directors in the government sectors to serve diverse and demanding requirements of the state.
The possession of the skills enables the managers in the management to create strategic plans for the long term while mobilizing the personnel, resources, and stakeholders to meet the short-term objectives in their departments. The managers in the public sector have to develop a broad perspective that addresses the different expectation of the government functions. The need to structure the existing resources in tandem with the available human resources as defined by the goals of the organizations makes the skills requirement a priority, to empower performance in the public sector.
References
Buelens, M., & Van den Broeck, H. (2007). An analysis of differences in work motivation between public and private sector organizations. Public administration review, 67(1), 65-74.
Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2012). Managing human behavior in public and nonprofit organizations. Sage Publications.
Ho, W., Xu, X., & Dey, P. K. (2010). Multi-criteria decision making approaches for supplier evaluation and selection: A literature review. European Journal of operational research, 202(1), 16-24.
Lau, A. W., & Pavett, C. M. (1980). The nature of managerial work: A comparison of public-and private-sector managers. Group & Organization Studies, 5(4), 453-466
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2006). Human resource management: Gaining a competitive advantage.
Saaty, T. L. (2008). Decision making with the analytic hierarchy process. International journal of services sciences, 1(1), 83-98.
