good management effective organisations bjørn bauer planmiljø
TRANSCRIPT
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Good ManagementEffective Organisations
Bjørn BauerPlanMiljø
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The Process
•IMPEL Workgroup with 12 participants from 11 countries
•Eight two-day meetings in Brussels over 18 months
•Organisational concept derived from management research
•Fact finding in 16 countries
•In depth discussions of all ideas, findings and chapters
•Adopted by IMPEL December 2003
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Effectiveness
To set the right goals
and
To achieve the goals, you have
set, with the lowest possible resource
consumption
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e
Inspector tta
The way we have always done it
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Vision Values
Management
StrategyHuman Resources
Systems
SuccessfulInspectorate
Structure
Culture
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Strategy
Managerial Style
Structure
Systems Personnel
Culture
Resources
Political and Regulatory FactorsEnvironmental Factors
Social and Cultural FactorsEconomic and Technical Factors
Mission Vision Values
Effective Inspection
Work
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Vision
Above all technicalitieswe need vision
If you want to build a shipdo not drum up people to gather timber.Do not divide the work or give orders.Instead, evoke their longing for the blue and endless sea
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Vision - Latvia
“It is our vision that in future we will see an effective and efficient, not politicised independent environmental inspection system, highly respected in the society.
State Inspectorate ensures the right of the person to live in a environment of good quality and is capable of eliminating not only the consequences of the environmental impacts but also their causes.
State Inspectorate employs highly skilled personnel with appropriate salaries and state guarantees. Implementing the environmental policy plan they are capable of operative acting in any situation using the most modern equipment”.
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Strategy
•Where are we now?
•Where do we want to go?
•How do we get there?
•How do we know
when we have arrived
•Can we do better next time?
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Evaluation of present state
Evaluation of present state
GoalsGoals
Objectives Objectives
Actions Actions
Mission, Vision& Values
Mission, Vision& Values
Political and Regulatory Priorities
Political and Regulatory Priorities
Strategy Cycle
StakeholdersStakeholders
Monitoring and review of indicators
and assumptions
Monitoring and review of indicators
and assumptions
EnvironmentEnvironment
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Human Resources
The staff is the inspectorate’s most important resource. Without competent, committed and responsible staff the manager is unable to deliver environmental goals.
Factors of importance for retaining staff:
• motivation • development and progression opportunities• adequate remuneration• transparent carrier opportunities• good working conditions• social protection • civil servant status for staff
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Human Ressource Management
•Which competencies do we need?
•How do we recruit the right people?
•Improve qualifications?
•And motivate?
•Do people deliver their best?
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Systems
•How do we decide the need?
•Have staff been involved in deciding?
•Do we have the necessary systems?
•And only these?
•Has quality of the work been assured?
•What about information sharing?
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Systems
•Permitting, compliance assessment and enforcement•Monitoring industry’s environmental performance•Monitoring ambient environment•Monitoring performance of the inspectorate•Handling appeals and complaints•Quality assurance•Networking, co-ordination and exchange of good practiceand information with other authorities and institutions•Reporting•Budgeting, calculating, resource allocation
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Quality Assurance
Quality demands can, as in Scotland, deal with:goal oriented and prioritised effortsharmonic approach in the countrycitizens’ admittance to the Inspectoratecommunication in easily understandable termsefficient case handling (inspection, letters, decisions etc.) within reasonable time limitsfair decisions accompanied by information on appeal possibilities
Tangible indicators may illustrate the quality demands: presence of strategy, measuring on indicatorsrate of staff that have completed the plan for competence development rate of citizens that know the Inspectorate and its responsibilities rate of stakeholders who find that their case is handled within reasonable time rate of stakeholders who find the Inspectorate highly competent rate of stakeholders who have received good service from the Inspectorate case handling time for inspection cases including follow up
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Internal Culture Co-operation or Conflict
•Active work with culture
•Open and respectful dialogue
•Openness about goals
•Handling of conflicts and critique
•Unity about decisions
•Agreements are observed
•Both results and process
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Changing CultureChanging Habits
Skills to do what shall be done
Knowledge
What shall be done and why
Will
The driving force to do it
Habits Capability
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Inspectorate Structure
•Different options considered?
•Clear and transparent tasks and mandates?
•How has management tasks been divided?
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Structure
Review outside / overall structure
of regulatory cycle Review mission
statement, vision
and strategy
Identify tasks, responsibilities and
priorities
Consider different
possible structures
Consult with Government, trade
unions and maybe stakeholders
Discuss with mid-level
management
Disseminate to staff and
stakeholders
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Effective Inspectorates start
WITH YOU
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Good Leadership
•Explicate and demonstrateprinciples and values•Aim at effectiveness byformulating, revising, andfocusing at goals •Work at the strategical level –“Where to go”
•Release staff competence andresponsibility by empowermentand delegation
•Deal with the practicalimplementation•Secure efficiency bydeveloping and maintainingsystems that promoteproductivity•Work at the tactical level –“How to get there”•Regulate staff performance bysystems and control
LeadersLeaders ManagersManagers
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Good Leadership
•Be trustworthy and honest•Empower the staff •Be proactive and take responsibility •Be enthusiastic, visionary, visible and creative •Be goal-oriented and effective •Seek win/win solutions, create winners•Be communicative •Be informative•Synergize•Ongoing development