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Navigating change towards the contemporary citizen-driven public organization: the use of the STAIR performance measurement model Dr Mary Zeppou (LLB,

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Presentation on theme: "Navigating change towards the contemporary citizen-driven public organization: the use of the STAIR performance measurement model Dr Mary Zeppou (LLB,"— Presentation transcript:

1 Navigating change towards the contemporary citizen-driven public organization: the use of the STAIR performance measurement model Dr Mary Zeppou (LLB, MA, PhD) Hellenic Open University National School of Public Administration – Greece Dr Tatiana Sotirakou (BA, MA, PhD) Hellenic Open University National Centre of Public Administration - Greece Institute of Public Administration International Conference Riyadh, 1-4 /11/ 2009

2 2 Signs of dysfunction dissatisfied citizens low levels of government and public service performance trust decline corruption political scandals black markets tax avoidance strategies cynicism

3 3 Efficiency Effectiveness Quality Flexibility Accountability Responsibility Participation Adaptability Innovation Integrity /honesty Impartiality Meritocracy Equity Justice/ fairness Transparency /openness Collectiveness/ collegiality Autonomy Trust /respect EntrepreneurGuardian /Ethical Citizen-driven culture

4 4 Research Question “ How to navigate change towards a contemporary citizen- driven culture ”

5 5 S T A I R Strategic Management & Measurement Organizational Performance esults mlementation ssignment argets trategy The “STAIR” model as a framework for managing change

6 6 6

7 7 The two cores of the STAIR Operationalcore Cultural core

8 8 The use of the STAIR performance measurement model STAIR model: an ideal state, a conceptual framework for testing and evaluating organizational reality a framework for identifying the drivers of change and performance enhancement

9 9 The drivers of change Result oriented/ cost conscious Citizen oriented Value driven Strategic thinking Team based structure Participation management Research investment Knowledge creation Need analysis Climate of learning Innovation Process simplification Active participation Critical thinking Self assessment Flexibility Adaptability Creativity-innovation Self development Employee initiation Employee accountability Business plan design Strategy communication Strategy Assignment Citizen requirement Staff needs Staff participation Rule by example & gain trust Inspire & motivate staff Recognize & reward effort Manage projects Innovate Realistic targets Measurable targets Specific targets Time bound targets Incorporate staff suggestions Incorporate citizens view Measure project results Analyze & solve problems IT systems development E-management Information flow Ability in BPR/ flexible work structures Strategic Planning Developing PIs Inspirational L/ship Information Mgmt Employee Empowerment Citizen & Stakeholder Engagement Recognition & Promotion Values Entrepreneurial & Ethical Values Sustainable Development Values

10 Conclusions - lessons learned Change is not a mechanical process Change is a unique organization specific process Change occurs on a unit by unit basis Change needs a framework like STAIR depicting an ideal reference map Change requires continues evaluation against this framework

11 11 The way forward Extensive training in order to develop the competences extracted from the research Change the organization’s appraisal system to accommodate the two sets of values (entrepreneurial and ethical) and reward employees who act and behave accordingly Transformational l/ship qualities, e.g. public leaders at all levels must rule by example, participation, collaboration, reasoning, flexibility and transcend their own self-interest for the sake of the organization or team activating their higher order needs and moral values

12 12 Interviews How HR Managers conceptualize change? Organizational change viewed as a mechanical process of restructuring departments, rearranging functions and personnel - as a top-drive technical solution What is performance and how is it measured? Performance perceived mainly in financial terms. Organizational performance is measured by providing data on financial indicators, derived from budget, concerning public spending / expenditures and resource utilization - in order to win financial support and increase their legitimacy Who makes policy decisions? Diffusion of power Politicians make policy decisions which public employees execute The separation of politics and policies is evident


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