Public Administration

Mirza Faran Baig

DECISION MAKING
 Decision Making

Decision making involves choosing between

two or more alternatives −
Remember that not making a decision is a
decision
 It has four major elements

• Problem definition
• Problems are plentiful; attention is scarce.
• Problems to get attention /policy agenda
• Gain focus and take shape
 Information search

• Learn more about the Problem

• Learning process often gives problem focus.
• Time constraint in information search.
• Satisfice rather than optimize
 Choice
• Weighing options
• Selecting among alternatives
• Choices are rarely clear
• If clear alternatives; consequences are often
poorly understood.
• Preferences rarely clear or constant when
viewed over time
 Evaluation
• Decisions do not end with a choice among
alternatives
• Few choices are final
• Most are continually reconsidered in light of
new information.
• Issue of establishing criteria for evaluation
• To identify descision making problems
(cognitive bolstering/ Dissonance )
 Constraints

• Upper Limits of a Decision

• Lower Limits of a Decision
• Strategic Limiting Factors
• Individual differences (logical, process
information serially, intuitive or creative )
• The above leads to 4 distinct styles of DM
 4 Styles of DM
• Directive style: low tolerance for ambiguity/
seek rationality
• Analytical Style: accept ambiguity/ seek
rationality
• Conceptual style: intuitive / accept
ambiguity
• Behavioral style: Participative/ intuitive / low
tolerance for ambiguity
 Organizational constraints
• Managerial evaluation criteria
• Reward systems
• Organizational deadlines
• The power of past precedents
 Vroom and Yetton
• Analysis of the situation depends on
answers to 7 questions:
– Does the problem possess a quality
requirement?
– Does the leaders have sufficient information
to make a good decision?
– Is the problem structured?

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 Vroom and Yetton
– Is it necessary for others to accept the
decision in order for it to be implemented?’
– If the leaders makes the decision alone, how
certain is it that others will accept it?
– Do others share the organizational goals that
will be attained by solving this problem?
– Are the preferred solutions to the problem
likely to create conflict among others in the
group?

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CONFLICT MANAGEMENT
 CONFLICT MANAGEMENT
Conflict management :
 Process of limiting the negative aspects of conflict
 While increasing the positive aspects of conflict.

The aim of conflict management is to:

 Enhance learning
 Group outcomes
 Including effectiveness
 Performance in organizational setting.
 Properly managed conflict can improve group
outcomes
 CONFLICT MANAGEMENT
Conflict resolution involves:
 The reduction,
 Elimination
 Cooperation
 Accommodation
Avoidance
 Termination
 Five styles for conflict management

Identified by Thomas and Kilmann are:

• Competing,
• Compromising,
• Collaborating,
• Avoiding,
• Accommodating
MANAGING CHANGE
 Change Management
• Resistance to change in the public sector
• Interdisciplinary approach
 Change Management: Policy Alienation
Model

 Strategic powerlessness

 Tactical powerlessness
 Operational powerlessness
 Societal meaninglessness
 Client meaninglessness.
 “The New Horizon” Reform in Israel
(Berkovich, 2011)

• This reform intended to extend school day

– B y adding teaching hours for small group tutoring.
• “The Teachers Union” went on strike
• Teachers felt that
– their work conditions would worsen
– by increased workload and a reduction of hourly
wages.
• Strike lasted 64 days: the longest in history
• 550,000 pupils did not receive education
 British Civil Servants 2002
(Conley, 2002)

• Started leaving their jobs

• Problems emanated from NPM reforms
– Reforms focused on efficiency
– Stringent spending limits
• Civil Servants could not reconcile with change
 U.S. Healthcare Professionals 2011
(Nutting et al., 2011)

• Difficulty with reforms in Primary Care

• The change led to :
– tensions
– conflicts
– burnouts
Levels of Organizational Change

 Levels of analysis:
Levels of analysis:
◦◦ Structural
Structural change
change  Cross-culture variation in
◦◦ Group
Group change
change Cross-culture variation in
◦◦ Individual
Individual change
change
restructuring
restructuring
◦◦ U.S.
U.S.
◦◦ Japan
Japan
◦◦ Germany
Germany
◦◦ China
China
◦◦ South
SouthAfrica
Africa
Internal Change Factors

 Technical Production  Organizational

Processes Culture
◦ Production ◦ Values
◦ New Technologies ◦ Norms
◦ Quality ◦ New Member
 Political Processes Socialization
◦ New Organizational Goals
◦ Conflict
◦ New Leadership
External Change Factors

 Immediate Environment  General Environment

Immediate Environment General Environment
◦◦ Domestic
DomesticCompetition
Competition ◦◦ Foreign
Foreign Competition
Competition
◦◦ Population
PopulationTrends
Trends ◦◦ Social
Social Movements
Movements
◦◦ Social
SocialTrends
Trends ◦◦ Political-Economic
Political-Economic
◦◦ Government
GovernmentActions
Actions Movements
Movements
◦◦ Technology
Technology
◦◦ Professionalization
Professionalization
◦◦ Culture
Culture Contact
Contact
National Culture and Organizational
Change

 Time Orientation:  Resistance to Change

◦ Past ◦ Tradition
◦ Present ◦ Habit
◦ Future ◦ Resource Limitations
◦ Short-term vs. long-term ◦ Power and Influence
oriented ◦ Fear of the Unknown
◦ Values
 Managing Resistance to Change

• Education and communication

• Participation and involvement
• Negotiation and agreement
• Manipulation and cooptation
• Coercion

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MANAGING DIVERSITY
 MANAGING DIVERSITY

• Diversity—characteristics that make people

different from one another, including
– Characteristics a person has little or no control
over, and
– Characteristics that can be adopted

 Stereotyping
 Why Manage Diversity?
Affirmative Action vs. Managing Diversity

 Affirmative Action
 Government program
 Designed to increase minority hiring
 Managing Diversity—recognizes
 Changing nature of workforce make-up
 Diversity impacts performance
Inclusiveness - making all employees feel they
are an integrate part of the organization.
 Diversity as an Asset
 Diversity can have positive, negative, or
neutral effect on firm performance

 Benefits
 Increased creativity
 Better group problem-solving
 Greater system flexibility
 Better information
 Enhanced marketing
 Challenges in Managing Diversity
• There are numerous challenges to manage
diversity.
• A company must be aware of those
challenges in order to be prepared to
reduce conflict in the workplace
 Individual vs. Group Fairness
 Universal Management
 Cultural Relativity
• Diversity vs. Inclusiveness
 Diversity in Organizations
• There are a number of groups in the workforce that
are underrepresented and may not feel part of the
mainstream of the organization.
• People with disabilities
• The foreign born
• Older workers
• Religious Minorities
• Women
• Ethnic – regional population
 STRESS
MANAGEMENT
 STRESS MANAGEMENT
• Stress management refers to the wide
spectrum of techniques
and psychotherapies aimed at controlling a
person's levels of stress, especially chronic
stress, usually for the purpose of improving
everyday functioning.

• Adrenaline is a chemical naturally produced in

our body as a response to stress .
 Stress Management

• Walter Cannon and Hans Selye used animal

studies to establish the earliest scientific basis
for the study of stress.
• They measured the physiological responses of
animals to external pressures, such as heat
and cold, prolonged restraint, and surgical
procedures, then extrapolated from these
studies to human beings.
 Identifying Stressors

Situations, activities, and relationships

that cause ‘trauma’ to one’s physical,
emotional, or psychological self
 Stressors
• Work
• Family
• Relationships
• Legal
• Finances
• Health/illness
• Environment
• Living Situation
 Negative Effects of Stress
1. Physical
- Weight gain/loss
- Unexpected hair loss
- Heart palpitations
- High blood pressure
2. Emotional
- Mood swings
- Anxiety
- Can lead to depression
• Can also lead to unhealthy coping strategies (i.e. drugs, etc)
 Managing Stress
• Stress Relief Strategies
1. Body relaxation exercises
- breathing techniques
- guided imagery
2. Physical exercise
-yoga
-work out routine
3. Meditation
4. Counseling
-talk therapy
-life coaching
THANK YOU
 ROLE OF DONORS &
INTERNATIONAL INSTITUTIONS
Role of Donors and International Institutions

• Development aid / expertise for LDCs

• LDCs are faced with :
• Resource constraints
• Lack of capacity to plan
• Development
• Implement projects and programmes.
Role of Donors and International Institutions

• Role of donors/International institutions is to :

 Help LDCs overcome obstacles
 Improve socio-economic progress
 Provided financial support
 Technical and administrative facilities
 Priority Sectors
 Education
 Health
 Agriculture
 Population
 Administrative/ Judicial/ Political Reforms
 Infrastructural Development
 Major Donors in Pakistan
 US AID
 ADB
 World Bank
WHO,
 DFID,
 AUS AID
 EU
 UNICEFF
 NUFFIC
JICA
 Role of Donors and International
Institutions : Issues
• Tied Aid
• Dependency Theory
• Neo-Colonialism/ Common Wealth etc
• Debt Servicing
• Neo-Liberalism Agenda
• Public Opinion
 MAIN PROJECTS SPONSORED BY DONORS IN PAKISTAN
Donor Sectors /Thematic Areas Funding Details Total Timefram Geographical
Budget e Focus
Asian 1.   Investment and Reforms ADB’s indicative $2,180 Two year Nation-wide
Development in Energy and Infrastructure resources; period,
Bank (ADB) 2.   Reforms to Strengthen including US$ 2013–
Governance and Promote 720 million 2014
Structural Transformation Asian
3.   Development of Urban Development
Services Fund (ADF) and
4.   Effective Implementation US$ 1,460
of Projects and Programs and million Ordinary
Capacity Building Capital resource
(OCR).
Australian 1.  Education and Health Australian Aid $92.1 2013-2014 Nation-wide
Agency for 2.  Humanitarian and disaster Program specifically under-
International preparedness and response $87.9M, OGD privileged and
Development 3.  Economic development $4.2M remote areas
(AusAID) 4.  Governance
5.  General development
support
 MAIN PROJECTS SPONSORED BY DONORS IN PAKISTAN
Donor Sectors /Thematic Areas Funding Total Timefram Geographical
Details Budget e Focus
Canadian 1.   Education Development $69.10 2011-2012 Nation-wide
International 2.   Economic Growth and
Development Humanitarian
Agency (CIDA)

UK 1.   Building peace and DfID has a $557.84 2013-14 Nation-wide

Department stability planned
for 2.  Making democracy work allocation of
International 3.  Promoting £355 million
Development macroeconomic stability, for 2013-14
(DfID) growth and jobs
4.  Effective delivery of
public services
The 1. Human security, rule of Development $62.26 2012 Malakand
Netherlands law and human rights and Division of
(Dutch) 2. Promotion of trade and Humanitarian Khyber
investment under the PakhtunKhwa
slogan: from aid to trade province
 MAIN PROJECTS SPONSORED BY DONORS IN PAKISTAN
Donor Sectors /Thematic Areas Funding Total Timefra Geographical
Details Budget me Focus
European 1. Livelihood Developme $544.50 2007- Nation- wide
Union 2. Formal & vocational Education nt 2013 especially areas
(EU) Cooperatio of disasters
n
Norway 1. Fight poverty and bring about Annual $16.38 2013 Nation-wide
social justice developm specifically
2. Governance ent neglected Areas
3.    Education budget
4. Rural development, women and NOK 100
gender equality and human rights million
5. Culture, peace and reconciliation,
disaster prevention and preparedness
Germany 1. Good governance Developm 324.22 2009- Nation-wide
2. energy ent 2015
3. education/vocational training
4. health
Japan 1. Ensuring human security and Technical $18,927 2011 Nation-wide
Internatio human development Cooperati specifically
nal 2. Development of sound market on neglected Areas
Cooperati economy Expenses
on Agency 3. Achievement of balanced regional
(JICA) socio-economic development
 MAIN PROJECTS SPONSORED BY DONORS IN PAKISTAN
Donor Sectors /Thematic Areas Funding Details Total Timefra Geographical
Budget me Focus
US Agency for 1.      Increasing the capacity and Civilian Assistance $3,827.3 2009 Nation-wide
International efficiency of power and energy $ 2,670 Million 0 -2013 especially
Development sector and Emergency underrepresented
(USAID) 2.      Fostering private sector-led Flood Response geographic areas,
economic growth and agriculture 1,157 Million like Balochistan,
3. Supporting stabilization efforts the Northern
in regions susceptible to activity Areas, Gilgit-
by violent extremists, particularly Baltistan and AJK
on the border with Afghanistan
4.      Increasing access to and the
quality of education
5.      Health care
The World 1. Economic governance $4.0 billion in new 4140 FY Nation-wide
Bank 2.  Human development and IDA/IBRD lending 2012- (including Khyber
social protection over FY 2012-14, 14 PakhtunKhwa,
3.  Infrastructure to support Multi-Donor Trust FATA and
growth Fund: $140 million Balochistan)
4.  Security and reducing the risk for conflict-
of conflict affected areas