centre for management development

8/11/2019 Centre for Management Development

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OUR MISSION is to Stimulate,

Promote and Co-ordinateManagement Development

for the Achievement ofManagement Excellence

in Nigeria and Beyond

CENTRE FOR MANAGEMENT DEVELOPMENT

promotingmanagement excellenc

MISSION STATEMENT


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The Centre for Management Development (CMD) is a resource institution established in1973 by the Federal Government of Nigeria as the operational arm of Nigerian Council for

Management Development (NCMD), which has overall responsibility for the simulation,

promotion and co-ordination of management education, training, development in Nigeria.

According to Section 16 of the Decree, the Centre shall carry out such functions as may be

assigned to it by the Council and such functions shall include:

a) The provision for the council background information and other technical datanecessary for the Councils policy-making and coo9rdinating functions.

b) Provision of management advisory and consultancy services to Nigerian enterprises;c) Establishment and maintenance of an up-to-date library for management studies;d) Publication of journals, research papers and books on modern management and

supervisory techniques; ande) The sponsoring, promotion and conduct of research into all aspects of management

and allied subjects in relation to the Nigerian situation.

CMD has excellent facilities. There are training halls, which are fully air-conditioned,

suitable for groups ranging from 100 to 150 people, while the syndicate rooms are

ideal for small discussions groups.

Library for Management Studies

CMD has a first class Library for Management Studies with over 26,000 volumes of

management related books and 700 business periodicals. A nucleus of the Library is

maintained with about 3,000 volumes each in Aba and Kano Area Offices. Our

Library has been of tremendous benefit to various managers and managementstudents in institutions of higher learning. The Library opens to the public on

weekdays from 8:00 am to 1:00 pm on Saturdays. We also have a bookshop with a

wide and up-to-date collection of management books and business periodicals.

has a well-equipped Technical Services Unit, which is helping a lot oforganisations to meet their audio-visual needs in management training and relatedfields. CMD audio-visual aids hire service includes:

BRIEF ON CENTRE FOR MANAGEMENT

DEVELOPMENT (CMD)

FACILITIES AND EQUIPMENTS

a. Facilities

b.

c. Audio-Visual Aids

CMD


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We operate a large management training film library, perhaps the largest in the country, ourfilms span the entire breath of management communication, motivation, leadership humanrelations, organizational development, conflict management, managing change, industrial

relations, customer relations, problem solving and decision-making, etc.

(ii) 16mm film projectors, overhead projectors/slide projectors public address systems,audio-recording machines etc.

CMD provides modern and well-furnished 30 double-bedroom guest facilities inManagement Village, Shangisha. This offers comfortable lodging and boarding forher teeming programme participants drawn from both public and private sectors of

the economy across the country.

[email protected]

(i) Management Films

d. Guest House Facilities

CONTACT ADDRESSES

The Director-General

The Resident Consultant



Centre for Management Development

Management Village Shangisha

Off Lagos/Ibadan Expressway

P M B 21578

Ikeja Lagos

Tel: 01 4978391 7748165

Fax: 4978390

E-mail: [email protected]

CMD Area Office

No.126, Aminu Kano Crescen

Off Ahmadu Bello Way

Wuse 2, by Globacom office,

Abuja

Tel: 0803-6124622

CMD South-East Area Office Owerri,

Government House Road,Opposite Modotel Hotel,

Owerri, Imo State,

Tel: 082 223128

CMD Kano Area Office

African Alliance Building,

F1, Sani Abacha Way,

(Former Airport Road)

P. O. Box 586

Kano

Tel: 064 667271

E-mail:


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A critical element of the countrys development agenda is Nigerias vision 20-2020

which seeks to position the country in the league of 20 leading economies of the

world by 2020. A strategic objective of this agenda is the achievement of quality

public service delivery through accelerated implementation of governments

programmes and projects.

However, a critical success factor in the realization of this objective is a professional

and result-oriented civil service with the impetus to effectively discharge its catalytic

role. Regrettably, the civil service, owing to historical neglect and system decadence

seems incapable of playing the aforementioned role. In its present form, it is

characterized by inefficiency resulting from shortage of skills, lack of core

competencies and requisite knowledge to drive the current reform process. The

poor professional engagement of the top cadre of the service in the last promotion

interview attests to this fact.

Yet, if the civil service is to serve as a driving force in policy making and

implementation, thereby taking full responsibility for success of government

programmes and projects, it is important to put in place a comprehensive and

systematic human capacity building architecture.

It is this desire to build and transform the service into a well performing institution

with the right capacity, ethos and know-how required to propel the country in its

visioning process that has necessitated the design of the programmes.

The programmes has been classified into three categories viz:

It is against this background that, the Head of Service of the Federation in

collaboration with the office of the Senior Special Assistant to the President (SSAP)

on MDGs are desirous to ameliorate this declining human capac ity in the federal Civil

Service. Consequently, it is expected that three Manpower Development Institutions

of the Federal Government viz: The Administrative Staff College of Nigeria (ASCON),

Centre for Management Development (CMD) and the Public Service Institute of

Nigeria (PSIN) will drive this process of strengthening the capacity of Federal Civil

Servants. It is also expected that, at the end of the programme, Participants will be

able to improve their capacity in policy making, implementation, monitoring and

evaluation and in addition to improving their administrative skills. Furthermore, it is

INTRODUCTION/RATIONALE FOR THE

PROGRAMME

a) Grade Level 08 10b) Grade Level 12 13c) Grade Level 14 16


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expected that the programme will induct serving officers into the nuances of the

New Public Management (NPM) thereby bolstering their ability to drive the current

reform process.

2 WEEKS

Lectures, discussions, syndicate work, case studies and exercise, pre and postprogramme test/assessment. Audio-visual aids will be used to reinforce these

training/learning methods.

Director,Entrepreneurship and Business Development

Department (E & BDD)

080-3612-4622

[email protected]

Senior Management (Officers Grade Level 12 13)

DURATION:

DELIVERY METHODOLOGY

COORDINATOR:

CELL PHONE:

e-mail Address:

C. N. Iheama


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1. New Public Management/Managing Change ............... 7 17

2. Elements and Processes of Public Policy ...................... 18 21

3. Government Planning and Budgeting .......................... 22 27

4. Target Setting and Performance Appraisal .................. 28 40

5. Work Ethics and Values ............................................. 41 47

6. Policy Formulation and Implementation ...................... 48 56

7. Speech, Report Writing and Presentation ................... 57 67

8. Using PowerPoint for Presentation ........................... 68 71

9. New Pension Administration and Management .......... 72 78

10.Handling of Official Documents and Registry Functions/

Office Security Management .............................. 79 86

11.Staff Training and Development ............................... 87 93

12.Transition from Personnel Management to HRM ..... 94 104

13.Industrial Relations ................................................... 105 112

14.Appointment Promotion and Discipline ...................... 113 126

15.Project Monitoring and Evaluation ............................. 127 134

16.Wages and Salary Administration .............................. 135 140

17.Productivity Improvement Techniques ....................... 141 151

18.Promoting Gender Sensitive Culture in the Work Place 152 161

19.Management Personnel Information ......................... 162 167

20.Project Investment Planning and Management .......... 168 175

21.Outsourcing in Public Sector: Principles & Procedures 176 189

22.Strategies for Outsourcing ....................................... 190 196

23.Overview of Project Cycle ....................................... 197 207

24.Project Proposal Writing .......................................... 208 214

25.Gender Issues in Public Sector Management ............. 215 219

26.Financial Management ............................................ 220 228

27.Human Behaviour in Organizations ......................... 229 235

28.Public Procurement and Contract Management ......... 236 248

29.Council Memorandum Writing ................................. 249 254

30.Minuting and Minutes Writing .................................. 255 258

CONTENTS PAGES


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SESSION I

NEW PUBLIC

MANAGEMENT/MANAGING

CHANGE


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NEW PUBLIC M ANAGEMENT

Learning Ob jectives

Introduction

Concept of New Public Management

Factors respon sible for the par adigm shift in Public Admini stration

At the end of this session, partic ipants will be able to :

define the concept of New Public Management

identify fa ctors responsible for the emerg ence of New Publ ic Management [NPM];

mention goals of the New Publ ic Management;

discus the key issues in NPM; and

highlight challenges of the NPM

The New Public Management (NPM) represents a paradigm shift in thinking and practice of

public administrat ion.

The bane aim of MPM as it is conceptualized is to direct government attention to economy,

efficiency and effect iveness of government operations.

It brings mar ket and pri vate sector management princip les into public administrat ion.

The concept of New Public Management represents, a synthesis of public and private sectors

administration.

Emphasis is on performance appraisal, manager ial autonomy, cost cutting, financial

incentives, target setting , innovation, respon siveness, competency, market -orientation and

accounta bility. Therefore , the focus of MPM is on quality improvement, outsourcing,

flexibility, competit ion, choices and information technology.

Focuses on performance appraisal, manager ial autono my, cost cutting, financial incentives,

output targeting, innovation, responsiveness, competency, accountability, market orientation,

quality improvement, out sourcing, f lexibility, competit ion, choices, information technology.

Wind of reform of Public Sector institutions across the world as a crucible for aiming at the

best and brightest in the society to work for the public good, in the public se rvice.

Emergence of right -wing politicians in western countries that saw the state as part ofproblem of fisca l and econo mic crisis.


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The rise of institutional economics and public choice policy that provide explanat ion for

poor public service.

Attempt to bring market principles and management practices to public administrat ion.

Catalytic GovernmentCommunity-owned GovernmentCompetitive GovernmentMission-driven Gove rnmentResult oriented GovernmentCustomer-Driven GovernmentEnterpris ing Government

Decentral ized Gove rnment

Market oriented Government

Anticipatory Government

Entrenching professional management princip les into public administrat ion.Emphasis on measure of input/o utputEntrepreneuria l Management

Competition in publi c service delivery

Stress on private sector styles of management practicesGreater stress on f iscal disciplineDisaggregation of Units

It recogn izes that there is need for professional managers at the topGoals are clearly specif ied

There are clear responsibil ities

The jobs are contracted and not career positions

Managers have power to h ire and f ireStaff relations are governed by contracts

Goals and objectives are c learly defined;

Targets and success indicators are mapped out

Focus is on o utput and outcomes

Emphasis is placed on accountabil ity in the use of resource

Initiatives, abilities ,capabi lities to deploy resources eff iciently and effect ively;Consta nt innovation

Emphasis on resultsStrateg ic management style

Profitab ility Driven

Goals of the New Public Management

Key Issues in New Pu blic Management

Hands on professional management

Explicit Standards & measure of perform ance

Entrepreneurial Management


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Competition in the public service

Stress on private sector styles of manageme nt practice

Comparison of Old Public Admin & New Public Sector Man agement

IMPACT OF NPM

CHALLENGES OF NPM

Strong drive for rivalry

Commercia lization and privat ization

Applicat ion of market pr inciplesOpen and competitive tenderingContractual ManagementDiverse producer operating at minimum costs

Applicat ion of strateg ic management

Departure from mi litary style publ ic service to f lexible democratic stylePerformance measure and evaluationStrong drive for prof itability

Creation of autono mous public organizations

Reducing the size of government

Reforming Ci vil service StructurePerformance measureme nt and evaluation

Privatization and co mmercial ization of public enterpr ises

Contracting out servic es to private organ izationPromoting ope nness and trans parency in administration

Declaration of Citi zen Charters

Overhaul of admin istrative systems to drive competiti ve and democratic pr inciples

Strengthen capacity for pol icy framework and s trategic managementOverhaul of personnel management practices to focus on individual performance


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Modernization of budget, f inancia l mgt, ICT and administrat ive procedure

Instal ling per formance and reward managementValue re-orientationContinuous capacity building

The New Public Management (NPM) represents a paradigm shift in thinking and

practice of publ ic admin istrationIt aims at econom y, efficiency and effecti ve of government operations

It brings mar ket and pri vate sector management princip les into public administrat ion

The most permanent thing in life is . It affects every aspect of life - organiz ational

and indiv idual levels. Change make organ izations more sy nergist ic and more p roductive.

Understanding and managing change are the dominant the mes of ma nagement to day.

Every organ isation must adapt to t he continu ous change inthe environment.

At the end of the session, participants wi ll be able to:

define change;

identify e lements of change;

discuss forces necessitating or ganizat ional change;

explain why people resist change; and

state the roles of a change agent.

Change is a process that brings about situations and conditions that are different from

already existing ones.

Change denotes a perceptual difference in a situation, a person, a work team, an

organisat ion, a comm unity and a co untry.

It is the process of moving from a rather seem ingly unpleasant state to a more desirable

position.

CONCLUSION

1. MANAGING CHANGE

Introduction

change


What is change?


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Change is a state or a process of being different from the former. It indicates

passage, movement, transformation, replacement or in the organizat ions confli ct.

Change begets conflict , conflict begets change (Dean Tjosvold) .

Changeis any alterat ion that occurs in the overa ll work environment.

According to Websters Dictionary,

change is :

to make dif ferent in some particula r

to make radi cally different

to replace with another to make a shift from one to another

A change management sy stem is a structured process that will cause propo sed changes to

be reviewed for technica l and business readiness in a constant manner that can be

adjuste d to business needs an d experiences and also comm unicate the status and exist ence

of changes to al l affected parti es.

Organisat ional change management include processes and tools, managing the people

side of the change at an organ isational level.

It refers to the structured approach that can be used to effectively transit groups or

organisations through change.

There is a need to combine these tools with a good understa nding of individual change

management.

The ent ire process includes :

techniques for creating a change management strategy,

engaging senior managers as change leaders or sponsors,

building awareness on the need for change,

developing sk ills and knowledge to supp ort the change,

Helping employees move through t he transition and the meth ods to sustain the change.

Radical improvement in the standards or quality of product(s) an d customer service ,

Achieving a more competitive cost base,

Building greater flexib ility or capacity for innovation ,

Adjusting to market pressures,Re-organizat ion

What is change managemen t?

Change Objectives


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Continu ous improvement the creation of a learning organization.

Internal Factors

Change in leadersh ipIntroduction of new technology

Restructuring, leading to mer ger of some functions

Change in employees attitude to the organisationAdoptio n of new managemen t practices.

Competition ( local and global )

Sustained increase in costs of doing business

Lack of essentia l inputs/raw materialsCommunity relationship

Government policiesMoney and capital marketPolitical stability/ Instabil ity

Change sp onsorUpper level management.Change agent Middle and Lower management wh o implement decisions.Change target Individuals and g roups wh o must change.

Organisat ional Change

Personal Change

Strategic vision and scope (purpose, mission, corporate philosophy)Development of vision and mission statement sTraining focused on changing values and attitudes e.g. achieving a commitment to total

qualityTeam building processes

Re-launching corporate identity.

AgeFamily/mar ital status

Education

ExperienceJobs and job position

Change Drivers

External Factors

Change in R oles Management

Types of Change

Organisational Change includes:

Strategic Ch ange

Personal change include:


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Enabling Environment

Support Structur e

Change Appr oach

C

H

A

N

G

E

The Change Process

Change Sequence

A conducive environment should be created to enable stakeholders engage in genuine

two way dialogue in an atmosp here of open ness, mutual respect and trust.

Sufficient resources and support system are given to both implementers and change

recipients.

reate tension Articu late why change needs to hap pen and why it needs

to happen within the timeframe.

arness sup port Get on board t he key decision -makers, resource holdersand those impacted b y the change .

rticulate goals Define in specific and measurable terms the desired

organizat ional outcomes.

ominate roles Assign responsibil ity to specif ic individuals for thevarious tasks and ou tcomes.

row capabi lities Build organ izational systems an d people competencies

necessary for affecting the change.

ntrench cha nges Institutional ize the change to make it the way we do

things around here.

A feeling of discomfort

Decision to respon d, to do something

Diagnosis informationon existing s ituation and what is requiredPlanning for change

Communication of changeImplementation of changeMonitoring and eva luation

UnfreezingChanging


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Refreez ing

Anxiety, fear

Poor performanceInadequac y

Search for information

Identification

Internal izationFeeling of something new

Change in practice/habitTesting

Accepting new waysPositive reinforcement

A change agent can also be referred to as a change leader who takes responsibility for

changing the exist ing pattern of behav iour of another perso n or social system. He is :

an analyst and developer of c lear change and goalsa facilitator

an educatora marketera systems integrator and coordinator and,a monitor

(An Effective Commu nicator)

Team bui lding abilities

Networking skills

Communication skillsInterpersonal ski lls

Personal enthusiasm an d passion

Ability to stimulate motivat ion and com mitment

Negotiat ing skillsInfluencing skills

Helicopter perception

Unfreezing

Changing

Refreezing

The Role of a Change Agent

Core Competenc ies of a Change Agent


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CONCLUSION

Change manageme nt is one of the greatest chal lenges fac ing modern organizat ions.

Unfortunately, most organizations are not structured for change but are rather structured to

carry out routine acti vities given a stable env ironment.

But the global economic environment has imposed change on all competiti ve organ izations

so much so t hat organizat ions that are not flexib le stand the risk of dying.

The change management process is a systematic and planned approach to cha nge at all levels.

These levels include g lobal, nat ional, soc iety, organ ization and indiv idual levels.

There must be commitment from top-bottom for an effective change process to be

implemented and the harnessing of the human resource for thorough communication, good

interpersonal re lations and diagnostic sk ills.


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ELEMENTS AND PRO CESSES OF PUBL IC POLICY

INTRODU CTION

Conceptual Framework

The Nature of Policies

Policy Cycle

vvv

Redefinit ion of the role of the state.

Shift away f rom pr oduction function s to policy and regu latory functions.

Provis ion of socia l and envi ronmental infrastructure.

There is need for new attitudes, techniques and higher competencies. The transforme d public

service is to generate a more rapid rate of economic and social development. Emphasis is on

public policy management that is not appropriate for socio-economic deve lopment

Policy is a deliberate p lan of act ion to guide decis ions and achieve rat ional outcomes(s).

Policy may a lso refer to :

Official government policyBroad ideas and goals in pol itical manifestos and pa mphlets

A compa ny policy on a parti cular issue-training

Policy can a lso be seen as:

Making important organizat ional decis ions

Identif ication of diffe rent alternatives or spending prior ities

Choosing among alternati ves on the basis of the impact they wi ll have

i. Guide to action or channels to thinkingii. Enjoy a long l ife

iii. Direct act ion to the achievement of an objective or goal

iv. Expressed in a qualitat ive, condit ional and genera l way

A tool used for the analyses of the development of a policy item.Why policy cycle

The path a pol icy takes through its l ife span

Divided into a seri es of stages

Incorporates feedback from the impact that a policy makesOften not in a l inear fashion


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THE STAGES OF THE POLICY CYCLE

Under Systemic Agenda:

Under the Formal Agenda :

Making a policy explicit

Policy Go als include:

Policy Soluti ons will include:

Policy implementati on includes :

1. Condition: A state of af fairs

2. Problem: A condition becomes a problem when it is perceived by relevant actors asneeding governmental intervention

Policy cyc le has two important processes :

a. Perceptionb. Definition

Problem is w idely d iscussed

Intensive press covera ge

It is scheduled for act ion by government

Under Pol icy Formulat ion:

Developing a p lan to remedy the pro blemPolicy ana lysis: appraising alternative courses of act ion

Know what the policy analysis are

SecurityEfficiency

EquityLiberty

Inducements: to influence behaviour

RulesFacts/informing, educating , persuading or rem inding

Rights

Powers

Direct Services

i. Establish an agency or expand the duties of an existing oneii. Organization, interpretat ion, and applicat ion

iii. Availability of appropriate resources (people, fund, fac ilities, etc. )

vv


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Impact/Effect/ Consequence s:

Policy Evaluation

Policy Document ation

Standard Components of Polic y Documents

CONCLUSION

a. Intended Consequencesb. Unintended C onsequencesc.

a) Further action may be de mandedb) New demand s will feedback into the policy mak ing process: A new problem may

arise from the implementation of the policyc) Policy succession: Remain as they are, modif ied or terminated

Policies are typica lly promulgated through offic ial written documents

1. A purpose statement: why an d the desired effect

2. Applicab ility and scope: who the policy af fects and actions that are impacted

3. An effect ive date: when the policy comes into force. It can however, be ret roactive4. A responsibil ities: parties and organiz ations are responsible

5. Policy Statements: indicat ing the specif ic regulations or mo difications to be haviour

that the policy is to cre ate

6. Background: motivat ing factors7. Definitions: terms and concepts

Is there often a gul f between stated policy and the actions the organizat ion takes?


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SESSION III

GOVERNMENT PLANNING AND

BUDGETING


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Development planning, also known as substantive planning, may be distinguished from fiscal

planning.

is broad er and involves the planning of societal goa ls and objective

as well as the mobi lization of national, human and financial resources needed for their

achievement.

which is narrower and one of the instruments of substantive planning,consists of planning future budgets decisions, the implicat ions for financing and the methodsof obtaining the necessary resources, and allocating them in accordance with overall nationa l

goals.

on the other hand, is the bluepr int of programm es and policies geared

towards achiev ing the goa ls of deve lopment planning.

Development Plan can be short term (about a year), medium-term (three to f ive years) or longterm (about ten t o twenty years).

ComprehensivenessTake cognizance of past performance of an economyMust establish prior ities

Must specify strateg ies for ach ieving identified objectives and targets

Provide insight on programmes of capital spending, broken down into specificprojectsMake projections or forecasts about the behaviour of the economy over the plan

period.

A recognit ion of market imperfect ions and the nee d to achieve equity.

In order to ensure rapid institutional and structural changes in the economy.

The necessity to tack le the problem of poverty and widespread u nemployment .

The need to allocate scarce resources to the most productive channels.

The need to recognize genera l uncertaint ies faced by the economy and initiate plansand measures to deal with them.

The imperat ive to achieve order ly development through the establishment of

priorities, formulat ion of a plan of act ion consistent with the ava ilable resources.

Essential ly, planning enta ils the fol lowing:

Setting of objecti ves, goals and strateg ies for economic and social deve lopment.

Formulating pol icies, programmes and projects for the attainment of the set goals; andMobilizing and deploying resources for the implementation of programme s and

projects.

Plans points out the basic directions that the government should follow inimplementing medium and long-term economic policy.

Development Planning:

Fiscal Planning:

Development Plan:

Qualities of a G ood Plan

Reasons for Planning

What Planning Entails?

Characteristics of Econ omic Plans

vvvvv

v

v


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v

v

v

It identi fies priority pol icy objectiv es and means.

They present forecasts of the way the econo my ought to develop.Economic plans provide basic guidelines for household and business activit ies.

Formulation of a development plan invol ves:

i. A statement of goals, objectives and philosophy of development and the strategies and

policies to achie ve them.ii. Survey of past and current eco nomic conditions.

iii. A list of proposed public investment programmes and projects.

iv. A review of likely development in the private sector.

v. Macroecono mic projections of the econo my.vi. Sectoral project ions and physical achievement targets.

vii. Financing and measures to ens ure successful plan implementation.

Plan implementation is determined by a num ber of factors. They inc lude:

i. Provision of adequate and appropriate resources of finance, manpower and

management for implementation of projects and programme sii. Effectiveness of the organizations having responsibi lities for implementation of

projects, programmes an d policies

iii. Effective communication with the agencies formulating policies and implementing

projects or programmes.iv. Procedures ap propriate to eff icient and timely execution; andv. Existence/effect iveness of mo nitoring and evaluat ion mechanisms.

Plan implementation is supported by monitoring of physica l activities and assets, finances or

operations of development projects. It ser ves the fo llowing purposes:

i. To ensure the maintenance of plan disc ipline.ii. To facilitate on-the-spot assessment of progress made and problems encountered in

the process of p olicy and project implementation; and

iii. To generate data needed for progress reportin g and meaningful annual budget.

The public sector budget is an annual financial and economic plan that serves as a vehicle for

the mobilization, allocation and management of resources. It contains estimated incomes andexpenditures, as well as programmes and projects all of which should be extracted from the

national development plan of the country.

a) To relate expenditure decisions to specified pol icy objectives, and to existing and

future resourcesb) To relate all major decisions to the state of the national economy.

PLAN FORMU LATION AND IMPLEM ENTATION

MONITORING

CONCEPT OF BUDGETING

Objectives of Budget


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c) To ensure efficiency and effectiveness in the implementation of public sectorprogrammes; an d

d) To facilitate legislative control over the var ious phases of the b udgetary proces s

i. It is a quantitat ive expression of the resources which the government intends tocommit within a f iscal year, and the expected results.

ii. It provides a framework for policy decisions, which invariably involves choices

among alternati ves, on resolution of confl icting claims on l imited resources.

iii. It is a means of implementing policy decisions predominantly through making moneypayments and receiving money pa yments.

iv. It consists of government fiscal policy measures of taxation and expenditure changes,

as wel l as borrow ing.

v. It has the function of legal control over the operations of government ministries andagencies.

vi. Serves as an instrument of accountability.

vii. Serves as a tool for national economic manageme nt where surplus or deficit positionhasimplications for the stabi lization of the econo my as a wh ole.

viii. It is a planning tool.

ix. The budget docume nt is a source of information about government o perations.

The process which produces the budget document involves the following:

i. Appraisal of various government activities in terms of their contributions to national

objectivesii. The project ion of governmental act ivities over an adequate time period.

iii. The determinat ion of how these objectives can be attained with minimum resources;and

iv. The revision of the bu dget in the light of chang ing circumstances and ex periences.

In a democratic presidential system of government, the budget goes through a cycle. The

stages are as follows:

1. The execut ive preparation stage in which the budget is packaged in the form of an

appropriation bill for the considerat ion of the leg islature.

2. The legislative considerat ion stage in which it is eventual ly approved by the

legislature.3. The execution stage at which the executive commences implementa tion of the budget

after the appropriation bill has been considered by the legislature and signed by the

president/governor into an act; and4. Audit and evaluation stage which involves the management and audit as well as

legislative legal review of the programmes and performa nces of all agencies of

government.

Significance of the Pub lic Sector Budget

The Budget Proces s

The Budget Cycle


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PROBLE MS OF EF FECTIVE BUDGE T IMPLEMENTATION

SOME ISSUES IN BUDGET REFORM

Objectives

Key Features of MTEF

CONCLUSION

Ineffect ive budget implementation can arise on account of the follow ing:

i. Faulty appropriations which may result from faulty planning on the part of

ministries/agenc ies and inadequate rev iew by the central budget off iceii. Lack of flexibility in budget authorization

iii. Delay in budget enactment

iv. Non-release or untime ly release of appropriat ion funds, s ometimes d ue to low revenueinflow.

To deliver a tota l level of spending that is af fordable; and

Ensure that every Naira spent is put to good use to deliver the services intended and

not wasted on inefficiency and corruption

The budget reform philosophy entails:

i. Changing the incentives that determine the behaviour of controllers and spenders of

public resources, andii. Designing and implementing substantial budget rules before the fact and enforceable

accounta bility afte r the fact.

A desirabl e budget reform should include:

i. Multi-year budgeting as opposed to single year budgeting

ii. Introduce the medium -term expenditure framework (MTEF) and protect the budgetagainst exogeno us shocksnotably fluctuations in crude oi l receipt.

1. Economic analysis at the macro and sectoral levels;2. Performance management ap proache s and tools (strateg ic planning);3. Performance based b udgeting;

4. Emphasis on involv ing a wide range of stakeholders in the desi gn and implementation

of the process;5. Emphasis on t he role of the budget a s a management to ol;

6. Increasing the role of the ministry of finance from one of detailed control to

overseeing progress in performance.

For development planning to yield the desired result in Nigeria, the issue of planning and

budgeting must be given the attention they deserve.


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SESSION IV

TARGET SETTING AND

PERFORMANCE AP PRAISAL


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TARGE T SETTING AND PERFORMANCE APPRAISA L

LEARNING OBJECTIVES

INTRODU CTION

At the end of the session, participants wi ll be ab le to:

determine the capabil ity of an individual against establ ished objectives

device a means of measuring performance of job holders;

determine ski ll gap;

assess candidates potential ity for growth and development in their field of endeavour ;and

Measurethe response of the job h older to the forces of change with in his environment.

Severa l factors affect job performance, po sitively or negatively, in the organisation.

They range from organisat ional to env ironmental factors. It is our duty as managersto identify these factors to enable us take appropriate measures that will minimizeobstacles on o ur way and strengthe n factors which wi ll enhance organisat ional

effect iveness. Pe rformance target is one of the factors which can signif icantly enhance

organisat ional performance and has to be managed effectively.

Another important and complimentary activity to target setting is performance appraisal.

Organisat ions have to periodica lly evaluate the ir performance as wel l as those of theindividual managers and employers if t hey are to make the necessary improvements for

the achievement of desired goa ls.

Furthermore , managers and their subordinates need to understan d the importance ofmeasurableobjectives for the ir units to conform tothe overal l objectives of the organi zation.

In addition, managers must appreciate the importance of periodic or frequent review ofperformance as it re lates to objecti ves.

It is also important for managers to grant some elements of autonomy or freedom to

subordinates in developing means of achieving the stated objectives.

Finally, understan ding the SMAR T principles in Target Setting is a key considerat ion. (S =

Specif ic, M = Measurable, A = Ach ievable, R = realistic/Realizable, T = Time Bound).


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THE CONEPT OF TAR GET SETTING

NEED FOR TARGET SETTING

ELEMENTS OF TARGETS

:

:

Performance targets can be conce ived as spec ific outcome s of an employee s task. Target is

the end towards which specific effort is directed. It is the exact and tangible result you wantand are wi lling to expend effort to achieve .

Target has been described as the specific and measurable accomplishment to be achievedwithin a specif ic time and under specific cost constraints. Targets are expressed in terms of

quantities or qual ity for a speci fied period of time.

Target setting can be considered at three levels: Corporate, Departmental and Individuallevels.

Achievement or success is a desirable fact of life. Success motivates people to work, inspires

creat ivity and innovativeness and helps in solving problems. Sustained success does notcomeby chance. It comes by:

Careful p lanning;Thoughtful strategy; andFaithful execution of plans.

Target setting is a desirab le pract ice in result-oriented organisat ions for many reaso ns viz:

Target sett ing helps performance improvement planning as a means of achieving

corporate goalsTargets d irect effort and serve as sign-post for manageria l activities and efforts.They reduce the subjective element in manager ial re lationship and

performance evaluat ion.

They provide the basis for self-evaluation, contribution and objective performanceappraisal .They stimulate achievement motivat ion and draw o ut desired effort.

Target setting facilitates discussion and rev iew of jobs.

What you want to achieve, that is, the outcome of your action,

will enable you set real istic targets.

How do I know I have achieved my goal orreached the outc ome? Are there measurable standards?

When exactly do I want the action to becompleted?At what cost do I want to achieve the goal, which I am expecting? How

much (in mo ney, and other resources) wil l my effort cost to the extent that can I say Ihave done it?

Goal to be achieved:

Ways the outcome wil l be measu red:

Time Facto r

Cost factor


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TYPES OF TARGETS

PRODUC TION/OPERATIONS TARGETS

Materials Management T argets

Maintenance Targets

Marketing/Sales Targets

Targets reflect the culture, values, objectives, structures and peculiar ities of every

organizat ion. Because of differences in organ izations, it is very difficult to provide a genericview of targets. Suff ice therefore to state that performance targets may be expressed in

terms of key functions of the organization. The follow ing categor ies are designed to throwlight on the types of target:

Unit of goods/services produced per periodCapacity util ization

Quality of products/servicesExtent to which products or services meet specif ication or expectationUnit cost per product or serviceCost of operation

Improvement s in production/ operations pr ocessesProduction/ operational capabi lities

Time taken to process ap plications/attend to reques ts.

Stock ava ilability

Availability of information on su pplies

Quality of stock items

Reduction in stock cost (stock holding, stock ordering , stock- out costs)

Reduction in ordering t ime

Reduction in frequencyof plant breakdownTime taken to effect repairs

Machine ava ilability time

Team wor k among technical teamCapabil ity of technica l team

Quality of market ing strategies and programmes

Unit sold per per iod, per sales persons, per sales te rritory

Return o n sales (ROS)

Market share

New customers (A, B, C, et c. customers) secured

Sales territory developed (as indicated by geographical areas, states, regions, towns,etc.)

Customers loyalty: (Relat ive sat isfaction of customers t hrough quality goods)

Respo nse time, (wait ing time)

Customers complaints (number of real complaints, nature of complaints)Quality and timel iness of reports

nnnnn


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New products developed; New product s successf ully introduced.

Profitab ility targets (these ar e organ isation-wide targets) Qual ity of financial records

Preparation of f inancia l statements (time liness and quality of statements)Quality of f inancia l guidelines and proced ures

Management of financia l assets

Cash flow managementTime taken to process pa yment

Debt recovery (performance indicators : amount of debt recovered; time tak en to recover

debts)Return on assets, investments (ROI)

Timely preparation of budgets. (Considered against the specific dates for budget to bereleased).

Time taken to fill vacant posit ions

Quality of select ion instruments

Availability of qual ity human res ource policyCapabil ities of staff

Number of staff trained per per iod

Extent to which training enhances career deve lopment, capabil ities and performanceQuality performance appraisalAvailability of job description

Availability and quality of personnel

Revenue coll ected

Kilometer of roads constructedNumber of pers ons imm unized

Reduction in maternal, infant mortal ity

School reg istration (increase in registration)

Students performance (in examination)

Number of sch ools openedNumber of p overty al leviation programmes embarked up on

Reduction in crime rates

Number of jo bs created;Reduction o n unemployment

Reduction in inflationNumber of low and me dium income h ousing schemes developed

Volume of agr icultura l production (during a per iod of time); y ield per hectareIncrease in literacy rate

Financial Ta rgets

Human Resource Targets

Social Service Delivery

v

vvvvvv

v

vvvvvv

vvvvvvvvv


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TARGE T SETTING PRO CESS

At Corporate Level

At Individual Level

TARGE T SETTING PRO CESS INDIVIDUAL LEVEL

Set Objectives

iii)

Decide organ isations mission;

Set organisat ional objecti ves and performance standar ds;Identify and analyze problems; (Where are we now? Where do we want to go?)Formulate strateg ies and determine action programmes;

Decide on departmental objectives and targets;Decide on indi vidual targets;Monitor and revi ew performance

Evaluate performance

Decide on objectives

Describe jobsIdentify key result areas KRAs)

Review targets

Set performance targets

Evaluate performance

Attention has been given more to target setting at the individual level. This is because ifindividual targets are properly set, and achieved, the tendency of achieving the departmen tal

as wel l as corporate le vel targets is very high.

A key requirement and necessary antecedent for setting targets is objecti ve sett ing. Current

advances in managemen t thought, place considerable emphasis on objective setting. Clear,specif ic, measurable, realistic and challeng ing objectives form the basis of targets and

standard s for department s, divisions, managers, superv isors and ot her employees.

This is the statement of position, authority, responsibi lities and duties of a jobholder. The jobdescription specifies what the job holder is expected to do and is therefore helpful inclarifying roles. Many organisations do not have job descriptions and where they do, the job

descriptions often do not reflect the reality. Without clear identif ication of resources, status

and objectives, stan dards are meaning less.

As a planning process, setting performance targets and standards has to take placeahead of the planning period. The manager translates organisational objectives to

departmen tal and then to individual targets. The manager discusses and agrees with

subordinates what is expected of them.

i)

ii ) Describe Job

Set Performance Targets and St andards


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Functions/Acti vities(input) Convert Output

PERFORMANCE STANDARDS OR INDI CATORS

Performance Appr aisal

Handle Production function To Volume or unit per period

Maintain tractor To Tractor availability time

Sell company s products To Volume of good s sold,

Return o n sales

Prepare f inancia l statements To Financia l statements ready atspecific time

Supervision loan grants to farmers To Amou nt of loans granted,

paid back

To train workers To Changed be haviour,

improved ski lls andcapability and improved

performance

Coach s ubordinates To Subordinates effectiveness

On clear examination, you wil l observe that the input column consists of functions,

means or strategies whi le the output column comprises ends or results.

Performance standard s sometimes refer to the same thing as targets. It is not easy to set

targets for certain jobs. But every job must have a performance standard.

Performance standard is value or an indicator of the desired level of performance. It is not an

arbitrary value. It is based on objectives, experience, or study of what is considered feasible .

The managers primary responsibi lity is to ensure that satisfactory level of Performanceis achieved in the key are as of each job un der him.

Closely related to target setting is Performance Appraisa l; while target setting seeks to

establish specific, measurable, attainable, realistic and time bound targets; PerformanceAppraisal see ks to ensure that targets are attained.

Performance standard is determined by asking the question: what happens when things are

going on well? Without standards, we may not be able to say if an employee is performin gwell or poorly. Of course, people seem to have some standards at all times but these

standard s may not be known, agreed, well stated, measurable, appropriate, consistent and

objective. Performance standar d is much more than what the manager wants or desires.

Standards must be viewed against these factors:


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qqqqq

q

q

qq

qqq

q

q

q

q

q

qq

Where are we now?Where do we want to be?What is the gap between where we are and where we should be?

What apparen t difficulties and constraints are likely to be on the way?

How can theseconstraints be removed?

What, in the l ight of all these factors, is feasible and achievab le?

To increase the prospect of their be ing achieved, per formance targets, should meet thefollowing guidelines:

They should derive from objectives (org anisational, departmen tal, unit and individualobjectives)They should be meas urable. That means that they should be quantifiable.Each target should have performance indicators (expressed in units, size,

volumes, percentages, or some qualitat ive values) for control and eva luation.Targets should be written to serve as reference.

Targets should have specif ic time frame or deadl inesThey should be attainable (i.e. a target must be within the capability of the officer

expected to attain them both in terms of skills and authority.Targets should motivate those who will achieve them. The process should be

sufficiently part icipatory to el icit the commitment of su bordinates to t heir attainment.Success in settingand implementing targets derives from authority over input andoutput. There is no absolute authority, of course but managers should limit theirdelegat ion and setting of targets to functions under their control or negotiate

with others wh o may be involved to work as a te am.Targets should be supported by the organisation in terms of values, policies, available

resources, ski lls and fac ilities.

Targets should be controllab le i.e. capabl e of be ing reduced into milestone of progress

to allow for contr ol and correct ion during implementation.Targets should have assigned accounta bility (i.e. an individual identified by name

must be accountable). The individual should be willing to accept the targets and the

required action and the supervision of another for the achiev ement of set targets.They should have the quality of being evaluated.Target setting succeeds more when it is organ isation-wide rather than an isolatedactivity limited to one or two de partment s or units.

Employees and managers like to know the feelings of their supervisors on their job

performance. The appraisal function is akin to the mirror with which an employee finds outhow others, particula rly his superior, feels about him.

Performance appraisal may be described as:

the rev iew of employees, performance aga inst desired va lues, objecti ves and targets;an objective and systematic rev iew of performance;

GUIDELINES FOR SETTING PERFORMANCE TAR GETS

PERFORMANCE APPRAISAL

The Perform ance Concept


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nnn

nnn

n

n

a formal discussion between supervisor and subordinate for the purpose of

determining subordinates leve l of performance; andAn activity designed to obtain feedback on employee s performance for the purposeof taking correct ive actions for enhanced performa nce.

Performance appraisal is carried out in organ izations for var ious reasons:

to determine the capabil ity of an indi vidual against establ ished objectives

to measure the performa nce of students an d job holders;to establish whether knowledge has been transferred and the level of what has been

transferred;to confirm the rele vance of an actor in his field of act ivity or endeavour;to determine ski ll gap;assess candidates potentiality for growth and development in any field;

to serve as guide in programme design and curriculum development (of examinationresult); and

a means of measuring the response of the examinee to the forces of change within hisenvironment.

Appraisal function can be summarizedas a process of personnel , andfor the purpose of effecting benef icial change. The appraisa l activity provides a

complement t o target setting and is desi rable for determin ing:

the level of job performance;

extent to which targets are ach ieved;capabilities, strengths and weaknesses of employees;

the level of responsibil ities that can be delegated,

the suitabil ity of employees for hi gher responsibi lities;

staff training needs for the enhancement of competencies;career progr ession;

resources and s upport that wil l be required to enhance performance; an d

appropriate level of reward that matches contribution

Performance appraisal follows certa in steps. They are :

1. describe job2. set performance tar gets3. review performance

self appraisalsuperiors appraisal

joint rev iew/feedback

4. prepare action plans5. follow-up.

RATIONALE FOR APPRAISAL

.

Appraisal Proces s

stock taking feedback

reflection


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Appraisal Factors

)

Personal Factors

ISSUES IN TARGET SE TTING AND PERFORMANCE APPRAISAL

1. Lack of Values and G oals:

2. Setting Targets for Administrative Jobs

3. Subjectivity in Appr aisal:

1. Job Factors quality (sk ills)

quantity (volume)

targets (qua lity, quantity

Attitude, relationships, adaptability, initiative, commitment, reliability, judgment, effort,communication

1. Contribution to Team

Leadership, fo llowership

Technical skills

Organizing abilitiesSelf-motivat ionPlanningMotivat ion

Organizing; andCommunication

2. Critical incidents3. Manager ial Ability

4. Complaints, commendations

Target sett ingand objectiveappraisal of performance hinge on the existence of core values and goals. Many

public sector institutions do not have visible values and goals. This makes the

practice of t arget setting and performance meas urement difficu lt.

: Some jobs are more amenable toquantitative measurements. Most administrati ve jobs, including those of personnel do

not have qualitat ive measurement. Top-level jobs are seen as more qualitative thanquantitative. Sett ing targets and measuring performance of such involve the use ofmore quantitative factors.

Subjectivity is a commonphenomenon in human organizations, but it should be minimized in the managemen t

of the hu man effort. An important cause of subjectiv ity is the absence ofobjective criter ia. Subjectiv ity may also come from individual differences or the

halo effect - the tendency to magnify one good effort or short -coming beyondproportion. It is necessary to develop shared views with subordinates on appropriate

criteria for assessing jobs.


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4 Some evaluation instrumentsare too lengthy. Some are too scanty. Many contain vague and ill-defined factors.There is predominant use of traits which convey different meanings to different

evaluators.

Many managers are unable to express their

actual fee lings about sub ordinates actual performance. This creates the problem

of reta ining the wrong people on the job. The crit ical question is: Why do

managers find it difficult to express their real feelings on sub ordinates?

Employment of blood relations in the same

organisat ion is a common phenomenon. As organisat ions grow, different forms ofrelationships develop.

Managers sometimes find it difficult to express their actua l feelings on

subordinates for fear that t hey might step on powerful toes. We may not be able toavoid certa in relationships in our organisat ions, but we must not protect tho se who fail

to perform.

Many employees take performance evaluation as aritual. Kathleen Murray wrote in the New York Times Service:

Employees take eva luation as aritual and are passive when they are not given a say, when the climate is threatening

or when the ap praisa l will not make a di fference.

Some superiors have a feelingof sitting in judgment , using evaluat ion to settle old scores. This is wrong. Evaluation

should instead help in re viewing of per formance aga inst targets or resu lts, sharing of

perspectives, obtain ing of feedback and identifying common ways of improving

performance.

Although target setting

and performance ap praisal ha ve specif ic time period in every organisat ion, they

are not one period activities. Target sett ing and performance evaluat ion havereviews wh ich should be s pread thro ughou t the year.

The tendency to treat select ive incidents as representative of the p lanning period willdistort rea lity.

10. Feedback may be p ositive or negative. It is quite easy

to give favourable feedback. Howev er, telling a staff that his performance is

poor, his com munication and interpersonal relationships are poor, his overall

performance is below expectation is not easy. Neg ative feedback has to be given ina non-threatening manner so that the morale of staff is not defla ted. Helpfu l feedback

. Use of Faulty Instruments:

5. Inability t o Express Feelings:

6. Favouritism, Godfatherism:

7. Evaluation as a Ri tual:

8. Wrong Attitude B y Superiors:

9. Target Se tting and Evalua tion as one Period Activity :

Giving Negative Feedback:

For many employees,

the annual performa nce

appraisal is a ritual to be endured. You show up and take criticism or receive

lowing rev iews. I n the end, yo u hope to get a raise.


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relies on here and now events, specific events, not generalization. Helpful feedback

helps sub ordinates and organisations solve problems.

11. An important princip le of management

is equity and fai r play, the requirement that staff be rewarded according toperformance. In practice, this is often not so. Some high performing staff may not be

appropriately rewarded because of low educational background andconstraints imposed by time scale for promotion. This poses a problem in

government. Larg e-scale bureaucracy and lack of appropriate work values make itdifficult for some high performing staff to be rew arded.

12. We cannot set targets and expectperformance when we d o not exhibit superior performance. We can only

accuse a staff of tard iness and late coming when we are active, committed and

report early for duty. We cannot accuse a subordinate for misuse of resources

when we are less than transpa rent. We cann ot accuse a staff of beingobsolete when we fa il to develop and acquaint ourselves with up-to-dateknowledge and sk ills in our disc ipline.

Many organisations and managers do not have clearly identified performance targets and

standard s. Many which seem to have do not achieve their set targets and standards. Often,targets are not realized because they are imposed or are unrealistic. Even realistic targets

require proper procedures and s upport.

Negat ive factors in organ isations can affect the achievement of set targets. Performance

targets are better ach ieved in organisat ions that are value-driven and have target settingpractice as an organisat ion-wide activity. Success in target setting requires continuous andsustained effort by the learning organisat ion. It requires appropriate training and sometimes

external consulting intervention.

When targets are set, we must have a time frame to evaluate performance, to determine

whether targets have been achieved, to obtain feedback on factors which tend to facilitate or

slow down performance. Performance evaluation helps managers take correct ive measuresfor the achieve ment of performance.

Not Relating Rewa rd to Contribution:

Lack of Superior Perf ormance b y Superiors:

CONCLUSION


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SESSION V

ORK ETHICS AND VALUE S


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WORK ET HICS AND VALUES


Introduction

KEY ISSUES/CONTENT

THE NIGERIAN PUBLIC SERVICE


Explain the concept of work ethics and va lues;

List the ro les of the public se rvice in Nigeria;

State elements of work eth ics in the serv ice; and

Discuss the reasons for poor work ethics in the polity.

When we talk about work ethics, we are referring to a set of principles relating to morals,

especia lly as they apply to huma n conduct. In specific t erms, we are talking about:

what is moral ly correct;what is hono urable;

what is acceptable;rules of conduct; an da set of norms of society.

The Nigerian Public Service, its Ro le and the Place of Ethics

Concept of Ethics and Accounta bility

Why Work Ethics?

Ethics and Productivity in the Public Service

Nigeria and the Cris is of Eth ics

Ethica l Issues in the Publ ic Service

Factors responsible for Poor Work Ethics

Value Re-orientation in the Public Se rvice

The Nigerian Publ ic Service is an embodiment of:

The Civil Service, Line Ministries & Extra-Ministerial Agencies;

States and National Assemblies;

The Judic iary;

The Armed Forces;

The Pol ice and Other Security A gencies;

Paramilitary Services; and

Parastatals and Agenc ies.


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ROLE OF T HE PUBLIC SERVICE

PLACE OF ET HICS IN THE PUBLIC SERVICE

WHAT IS ETHICS AND ACCOUNTABILITY

The Publ ic Service pays a lot of rol es in the polity. They include:

i. professional & technica l advice on policies based on knowledge, experience &

expertise;

ii. development of programmes /project o ptions based on available resources;

iii. implementation of polic ies and programmes;

iv. monitoring and eva luation of projects;

v. operation of development conscious, performance oriented, efficient and effective

administrati ve system;

vi. promoting the dynamic growth of socially responsible private sector within theframework of nat ional economic objectives;

vii. acting as springboard for public policy especially where the polit ical leadership is

weak;

viii. provision of continuity in governance; and

ix. serving as store house of knowledge of past government decisions and procedures.

Ethics play a lot of ro les in the Public Service. Eth ics come to the fore because:

the conduct of government b usiness req uires off icials interact ion

formal ized rules govern ing such interact ion which need to be obe yed;

public serv ants are not to breach suc h code of co nduct;

the code of conduct is designed to create awareness on the need for efficient service;

and

it embraces v irtues expected of all public ser vants for e fficient performance.

Ethics is as old as man. It is both a science and an art. It is the science of human conduct. It

is Science of human co nduct. It is a moral phi losophy defining what is right and wrong.

It defines what is acceptable to human society, and specifies human conduct in any social

arrangement e.g. work etc .


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Accounta bility is the principle which requires that public officers be held

accounta ble/responsible for their conduct. It also means that those who serve the people are

expected to give account of their stewa rdship.

Accounta bility is inspired by basic ethics of governance, and made easier if public officers

operate within the limit of rules, regulations and proce dures.

Ethics & accountabil ity are two s ides of same coin.

The essence of this session is unqua ntifiable. It is necessary because:

of the nature of man;

every work is based on philosophy;

it addresses organizat ions corp orate vision and mission statement;

it analyses organizat ions goals and objectives; and

it brings harmony.

It also defines:

System theory (input/o utput), Methodology, Rules and regulations, Relationship(s); and

Human interaction in an organi zation.

Simple wor k ethics, transparency and acco untability in the organizat ion require :

obedience to rules and regulat ions;

respect for established authority;

respect for time;

honouring targets/results;

respect for others;

interpersonal re lations ski lls;

tactfulness;

dress ethics;

honest labour;

WHY WORK ET HICS

BASIC WORK ET HICS AND TRANSPARENCY


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industry;

Knowing scope of yo ur work;

understa nding your sche dule of duties;

proper seq uencing of your work;

national consciousness ; and

positive attitude to public funds

Many factors gi ve rise to poor work ethics. They inc lude:

negligence at work;

insubordination or disrespect to senior officers;

impoliteness to col leagues & member s of the pu blic;

corruption;

nepotism an d ethnicity;

malicious damage of gove rnment pro perty;

indiscipline;

interference of higher authority to under mine disc iplinary procedure;

lack of job security;

poor rem uneration; and

lack of career progr ession.

Stephen Covey in his book, , speaks of the character and

personality cr isis in the individual. These are as under-listed:

PURE AND ORIGINAL FAKE AND AR TIFICIAL

REALITY SHADOW

BUILDING CHIPS PUBLIC RELA TIONS

FACTORS RESPONSIBLE FOR POOR WORK ET HICS

NIGERIA AND CR ISIS OF E THICS

CHARACTER PERSONALITY

7 Habits of Successful People


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DEEP-ROO TED & FUNDERMEN TAL COSMET ICS

FOCUSED OPPORT UNISTIC

PREDICTA BLE UNPREDIC TABLE

CONSTAN T SHIFTING

CONSISTE NT & UNWAVERING INCONSIS TENT

PRINCIPLED UNPRINCIPL ED

ENDURING FLEETING

JOY AND DELIGHT DESTRUCTION

The Public Service of today has undergone transformation. Indeed there has been value

re-orientation sti ll being discussed in re levant quarters. Va lue re-orientation presup poses:

equitable wage distribution, job security, rewarding performance, sanctioning poor

performance, proper gate keeping, human capacity building, institutional capac ity

building , appropriate disciplinary procedure, sustainable service compac t, ethical re-

orientation programme, social mobil ization of the public, sustainable socia l welfare

programme, strengthening watchdog institutions, and addressing issues in

leadership, etc .

Public officers are expect ed to be humble and well comported at all time. They are to

ensure:

equitable in distr ibution of amenities;

equal opportunity in employme nt; and the

avoidance of nepotism, bribery & corruption.

Transparency and accountability are two important components of work ethics which are

vital for effective service delivery and incre ased prod uctivity.

VALUE RE-ORIENTATIO N IN T HE PUBLIC SERVICE

BEHAVIOUR E XPECTED OF PUBLIC OFFICERS

CONCLUSION


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Success in creating a new work ethics will require a holistic action, whereas strict

adherence to the work ethics and values of the publ ic sector will promo te both the sector

and invar iably the N igerian polity.


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SESSION VI

POLICY FORMULATION

AND IMPLEMENTATION


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POLICY FORMULATION AND IMPLEMENTATION


INTRODU CTION

CONCEPT OF POLICY


determine the main policy options facing the univers ity;

relate pol icy to chal lenges facing the univers ity;

determine the process of policy formulation; and

develop share va lues in policy formulat ion in the unive rsity.

Management has the responsibility to make effective use of economic resources, provide and

maintain infrastructure, provide an enabling environment for the achievement of corporate

goal.

Effective management and good corporate governance are underlined by quality leadership,

shared values, clear goals, effect ive planning , coordination, quality staffing, appropriate

technology, people - oriented policies, projects that add value, accounta bility, transparency,

etc

Policies take centre place in management process, should drive execution of programmes,

activ ities and realization of sets goals. Strategy and policy formulation are the responsibi litiesof top managemen t and the boar d. In the univers ity, management and Cou ncil are expected to

provide this ro le.

Policy has been defined as a proposed course of action of a person, group, organisat ion or

government to overcome specific obstacles or exploit opportunities within a givenenvironment for the achievement of desired goals.

Policies are key decis ions or guidelines provided by management to guide the conduct of

people or are conceived as genera l statements or understa nding which guide decision-

making, the essence of policies being the existence of discretion within certain limits indecision.Put simply, policies are guide to action, to decision making, delimits areas within which

decisions are to be made and ensures that decisions are consistent with and contribute to

objectives.Managers often have to take decisions on staffing of their organizations. Procureme nt of

facilit ies and equipment, funding, introduction of new products, development of projects ,

etc. Each of these situations requires policies as guide to ensure that the actions of

managers are consistent with the values of stakeholders and contribute to goalachievement

v

v

v

v


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POLICIES AND STRA TEGIES

NEED FOR POLICY

v

v

v

v

v

v

v

v

v

v

v

v

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Policies and strategies may be considered as the same or separate entities. The former

referring to guide to dec ision mak ing and the latter being concerned with major decis ions

Strategy is defined as an integrated pattern of actions designed to achieve specific goals.It is the best options selected for the achievement of desired goals, after careful

considerations of prevai ling circumstances

Strateg ies refer to ways organizat ions intend to achieve goals; denote a general

programme of action; deployment of resources towards the attainment of goals; representorganisat ions resp onse to opportunities and threats in the envi ronment.

Major strategies and policies tend to merge. A compan ys policy of growth may be

achieved through acquisition or expansion of products or markets. These essential ly are

strategies.Strateg ies are more commonly used in business, particularly in response to competition,

the need to move from one state to the other. Pol icy on the other hand is much more used

in government. The dist inction has become very faint

Policies are important instruments of governance. They provide the means of solving social

and economic problems, indicate direction and emphasis and enhance goal achievement. The

National Economic Empowerment Strategy (NEEDS) is Nigerias current plan for social and

economic development and prosperity. It aims at achieving the directive principles of state

policy by focusing on four key strateg ies, namely:

a) Wealth creat ion;

b) Employment generation;

c) Poverty reduction;

d) And elimination of corruption

Specif ically, why do we need policies? Policies are indispensable component of corporate

governance and are required for the fol lowing reasons, among others :

They help managers to be proact ive, to think ahead of problems before they occur and

enable them act effect ively and respo nsibly

Policies constitute part of the planning process of corporate organ isations and compelanalysis and cr itical considerat ion of options t hat wi ll lead to goal achievement.

They act as guide to the workforce, managers, customers, beneficiaries and all otherstakeholders in responding to opportu nities and challenges and indicate processes and

expected be haviour.Analysis and evaluation of policies facilitate discourse of social and economic issues,

engender participation, good governance and ownership of the options selectedPolicies form the basis of deve loping act ion plans and sched ules

They fac ilitate de legation of duties, foster in itiative and emp ower people.They provide the basis of communicating the position of management and the board on

core issues of governance and administrat ion

Policies facilitate coordination, control, evaluation, accounta bility and operational

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TYPES OR NATU RE OF POLICIE S

Major Policies

Derived or Supportive Policies

Originated ( top-down) And Appe aled Policies (bott om-up)

Policies have different attributes. They may be written or implied. They may have social

implications. The Pension Reforms Act is one public policy with huge social impact for the

working class and the Nigerian nation. The Due Process Policy may slow things down a bit

but is reported to have helped in raising the level of transparenc y and accountability ingovernment bu siness. In genera l, policies may be class ified as :

Personal (pri vate), corporate, state.

Written, implied

Major or minor; derived or supportiveProactive , reactive

Popular, unpop ular,

May be related to socia l, economic, business, environmental or industria l matters

Functional (human reso urces, financia l, operational , administrat ive, etc)

They give unif ied direction to organiz ations or the state.

They are supportive of vision, miss ion and objectives.

They give the organ isation or state character or shape events and affect goa l achievement.In business, dominant policies direct action in human resource, marketing,

development of products, financia l resources, investments, capital projects, technology,etc.

These are policies that support major policies, guide thinking and help unified planning. An

organisat ion which aims at strong leadership will need pol icy support through quality

staffing, research, compensation a nd supportive pol icies.

If the state wants industria l harmony and peace, it may provide tra ining and embark on other

corporate activities that will stimulate interact ion. If the state is to step up internally

generated revenues, it may embark on income generating ventures, stress sustainabil ity of

projects provide a cl imate for investments in the state.

If there has a strong desire to deve lop products an d remain competiti ve, a comp any may carry

out marketing research, market surveys and undertake benchmarking in terms of quality,

pricing, distribution and pro motion as sup portive pol icies. W ithout supportive pol icies, it may

be diff icult for major pol icies to succeed.

Policies flow from top managemen t, political office holders, what they perceive as

problem or development agendas. Policies flow from objectives and tend to be broad in

scope.

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Key managers provide policy initiatives, interpret and clarify policy and implement

policy. Policies may be promulgated in ways that leave little room for definition andinterpretat ion.

Originated policies often give the notion of being imposed. The may not be. They couldbe discussed for consensus building for policies.Policy may come from lower level of the organizat ion. Lower level management do nothave the authority to formulate or enforce policy but could provide important initiatives

in policy formulat ion.

Appealed policies receive attention when they are sound, address specific problems and

there is genera l or publi c support for them.

Policies may be imposed on an organizat ion (or state) from external authorities. Government

and its agencies have often imposed policies on business and industrial organisations, some

as a response to pr oblems and crisis. O rganisations have to be proacti ve and the responsibil ity

to take act ions that wil l prevent the imposition of unfavourable polic ies by government.

Enabling act

Vision and values of organi zational leaders

Public opin ion and press ures from civ il society

Response to challenges and problems increases

Policies as part of public se rvice reforms.

Agenda setting

Policy ana lysis

Policy formulat ion

Policy implementation

Policy evaluation and rev iew

Note that there are different models of the policy circle. The process may alternatively be

presented as: (i ) Policy formulat ion; ( ii) Policy implementation: (iii) Evaluation Review

Policies are ideally developed as acceptable and effective courses of action for addressing

what has been placed on the policy agenda and are related to the goals and challenges facing

the organization. For the political office holder, public policy is formulated to enhance

economic development and provide the dividends of democracy. Public policies are howeve r

tainted by election campaign promises, patronage, consensus building and compromises that

will enable pol icies to rece ive legislative back ing.

Imposed Policies

THINGS THAT DRIVE P OLICIES

POLICY CYCLE

POLICY FORMULATION


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For corporate organizations, policies provide the basis of analysing social and economic

issues, environmental factors in relat ion the objectives, values and expectation s of

stakeholders and the resource capabil ities of the organizat ion.

The pol icy formulation process also involves generating and evaluating options and selectin g

the option that will yield desirable results. Conceptually therefore, we may identify five

elements in the policy formulation process: (i) statement or recognition of problem; (ii)

Policy ana lysis; ( iii) selection of policy options; (iv ) authorizat ion; and (v) Publ ic acceptance

The first question to ask is: what problems, challenges, opportu nities should policy

address?Policy formulat ion involves specification of policy issues (agenda) which often arise

from responsibilities of the goals, mandate and responsibility of the institution andchallenges fac ing it.

Policies are often formulated to address problems, to preempt or to achieve higher level

of performance. They address human needs, deprivations, dissatisfaction, agitat ion,natural causes, etcMost public policies address problems that are perceived as publ ic problems, involving a

larger number of pe ople and having w ide ranging effects.

Private problems or problems affecting specific individuals, minorities or enterprises maybe elevated to the status of public, state or nations problems.Problems may be corrective, progressive or creative. Recognit ion of social problems as

problems de pends on the leadership, thei r perception and va lues.

Formulating problems require careful analys is of expectations, objectives, authorityconsideration, l ikely public reaction and reso urce capabil ities.

Policy analysis involves a careful investigation of problems, their causes and possible

solutionsPolicies analysis also involves consideration of options and their likely outcomes andeffects

Like strategic management, choice of options depends on generation of ideas or options,

evaluation of options and selection of the best option in the light of prevailing

circumstances.Policy decisions are often taken after rigorous consideration of specific criteria and

values. Such criteria may include cost, savings, expected benefits to the people and

solutions of pro blems.

Problem Identificati on

Policy Analysis

Policy Decision and Selecti on

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Policy Authoriz ation

POLICY IMPL EMENTATION

POLICY IMPL EMENTATION A CTIVITIES

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For the private enterpr ise, pol icy selection and authorization is almost one and the same

thing. However, major policies even in the private enterpr ise have to receive the approval

of the board.

Public policies have to be consistent with state goals and should receive the stamp of

authority legislators. Major policies by government institutions are expected to receive

authority of boards, supervising authorit ies, regulating authorit ies and in some caseslegislators.

Often good intentions or policies are not enough. There is considerable needs for proper

articulation.

For policies that may cause part of the community some discomfort, there is need forgood relat ion and co mmunication wit h legislators and the genera l public.

Policy implementation is the process of translating pol icy goals into concrete results,

effect ing beneficial change, enforc ing actions and shaping events. Good policies are

contingent on careful analys is and are the product of s ound management.

Policy formulation poses challenges. However , policy implementation has posed greater

challenges in Nigeria. This is because our development process has been slowed down more

by faulty implementation of policies than by the quality of polic ies.

Without successful implementation, good policies may lose their desired values. We

therefore have a great need to show commitment to policy implementation. Successful

implementation of policies requires analysis and knowledge of factors which tend to derail

policies.

There is often a gap between policies as conceived or formulated and policy implementation

Policy implementation invo lves different act ivities and act ions, including the fol lowing:

1. Planning and scheduling2. Budgeting3. Resources4. Action of responsibil ities

5. Provision of appropriate structure

6. Communication and orientation

7. Change manageme nt8. Monitoring and eva luat ions

9. Review.


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Planning and Scheduling

Resources for Policy Implementation

Budgeting and Budgetary C ontrol

Action Programmes and Respon sibilitie s

Communication of Policy

Monitoring and Evaluati on

If a policy involves specific programmes or projects, the activities must be properly planne d

and scheduled. Such planning involves clarifying policy goals, determining key result areas,

performance indicators, action programmes, activities, time frame, monitoring and review.

Planning should also specify the resources that wi ll be needed to exec ute the polici es.

Some policies merely guide action; some involve specif ic programmes and actions and may

therefore require specific resources. Resour ces required for the implementation of policies

have to be appropriately identified. Such resources will generally include funds, human

resources, facilities and equipment. Resources should be properly identified and obtained.

Implementation of policies is often slowed down by inadequate resources or ineffect ive use

of resource.

Budgets usually reflect activities, resources and funds required to implement policies. If a

particula r require actions and there is not budget back-up, it may be difficult to implement

them. Budgets compel a careful considerat ion of all activities and resources and their

implication, direct and control actions in policy. Budget approval and release of funds

represent practica l elements of policy authorizat ion process. The budget should not be

another to ol of bureaucracy.

Achievement