Chapter 3 of the document discusses various aspects of organizational design, including the division of labor, process charting, system analysis, and reengineering to enhance public organizations' responsiveness. It also explores organizational culture, learning organizations, criteria for excellence in local government, and approaches to public management focused on values, service, and empowerment. Additionally, Total Quality Management (TQM) is highlighted as a framework to improve organizational culture and quality standards.

1. Managing Public
Organizations
Chapter 3

2. Organizational Design
 The traditional organization chart expresses both the
division of labor within an organization and the structure
of command or control.
 There are several ways to divide work
 Among these were. (1) purpose. (2) Process, (3)
Persons or Things, or (4) Place

3. Process Charting:
 Process charting is most useful where a
considerable number of clerical or
nonprofessional employees perform the
same general classes of work and follow the
same general sequence of operating steps

4. System Analysis:
 Any such system receives inputs from its environment,
and then translates these through some sort of
conversion process into outputs that are retuned to
the environment.
 These outputs in turn affect future inputs to the system
through feedback loop.

5. Reengineering
 The core tenet of reengineering centers on
redesigning work processes and organizational
structures to be in line with agency outcomes.
 Through this technique, they attempt to make public
organizations more flexible and capable of responding
to the dynamic conditions in contemporary society.

6. Organizational Culture, Organizational
Learning, and Strategic Management:
 organizational culture can be defined as “the
basic pattern of attitudes, beliefs and values
that underlie the organization’s operations”.
 It can be manifested in many ways ,
including,

7. 1. Observed behavioral regularities when people
interact:
 The language they use, the customs and traditions that
evolve, and the rituals they employ in a wide variety of
situations.
2.Group norms:
 The implicit standards and values that evolve in
working groups
3. Espoused values:
 The articulated, publicly announced principles and
values that the group claims to be trying to achieve.

8. 4. Formal philosophy:
 The broad policies and ideological principles that guide
a group’s actions toward stockholders, employees,
customers, and other stakeholders.
5. Rules of the game:
 Implicit rules for getting along in the organizations and
“the ropes” that a newcomer must learn to be an
accepted member
6. Climate:
 The feeling that is conveyed in a group by the physical
layout and the way in which members of the
organization interact with each other.

9. 7. Embodied skills:
 The special competencies group members display in
accomplishing certain tasks
8.Habits of thinking, mental models, and/or linguistic
paradigms:
 The shared cognitive frames that guide the perceptions,
thought, and language used by the members of a group
9. Shared meanings.
 The emergent understandings that are created by
group members as they interact with each other.
10. Integrating symbols
 The ideas, feelings, and images groups develop to
characterize themselves

10. Building Learning Organizations :
 Five elements contribute to building a learning
organization. Those elements are:
1. Personal Mastery:
 A discipline that connects individual learning, personal
skills, and spiritual growth with organizational learning.
2. Mental models:
 A discipline that links the way in which we view the
world and our assumptions about “how things work”
with innovation and learning

11. 3.Shared Vision:
 A discipline in which an image or idea becomes
transformed into a powerful force that is shared
throughout the organization or group.
4. Team Learning:
 Reflects the capacity of a group of individuals to
engage their respective energies into an integrated
team.
5.Systems Thinking:
 A discipline that shows how human action represents a
systemic, interrelated set of events.

12. Criteria to Define excellence
 USA adopted eight criteria to define ‘excellence in
local government.
1.Action orientation-- excellent governments identify
problems and deal with them quickly.
2. Closeness to citizens-- Excellent local governments
listen and are sensitive and to public input.
3. Autonomy and entrepreneurship– developing
climates conducive to conceiving ideas and doing new
things to solve problems.

13. 4. Employee orientation-- intensive, pervasive treatment of em­
ployees
as human beings and adults.
5. Values- Defined set of values
6. Mission, goals, and competence-- Excellent local governments
have evaluated their missions based on changing resource levels and
citizen demands.
7. Structure:
 In excellent local governments, bureaucratic structures have been
minimized.
 Organizations have fewer management levels and fewer centralized
support staffs
8. Political Relationships :
 In excellent local governments, managers and policy makers are tuned in
to the political environment

14. Approaches to Public Management
1)A commitment to values
2) Serving the public
3)Empowerment and shared leadership
4) Pragmatic style
5) A dedication to public service

15. 1)A commitment to values:
 The manager seeks organizational change by
developing a pervasive commitment to the mission and
values of the organization.
2) Serving the public:
 The manager gives priority to service to both clients
and citizens
 that priority is supported by high standards of
performance and accountability

16. 3)Empowerment and shared leadership:
 The manager encourages a high level of participation of
all members of the organization to improve the quality
and productivity of the organization.
4) Pragmatic style:
 Change occurs through a free flowing process
 the manager pursues a wide variety of unexpected
opportunities to move the organization in the desired
direction.
5) A dedication to public service:
 Individuals throughout the organization understand and
appreciate the special character of public service

17.  TQM is a broad-scale approach to changing an
organization’s entire culture to focus it on establishing
and maintaining high standards of quality, especially
with respect to meeting “customer” expectations
 TQM involves bringing together everyone in the
organization in a manner that creates a new “culture of
excellence that emphasizes:
1. Top management leadership and support
2. Strategic planning and implementation geared to long-term
success
3. Focus on the customer
4. Commitment to training and recognition
5. Employee empowerment and teamwork
6. Reliance on measurement and analysis of process and outputs
quality assurance.