Comments on Starks' Twenty-first century challenges: global dimensions/changing boundaries

This week, I studied Twenty-first century challenges: global dimensions/changing boundaries by Glenn L. Sparks (2007). Sparks discusses the changes that are occurring in the public sector workplace as a result of both government downsizing and the onset of mass retirements as baby boomers reach retirement age.

What does this mean to you, the government agency? While it seems that employee retirement would be the perfect complement to addressing government downsizing, it can also leave you faced with a dramatically changed work environment. Not only are you forced to do more tasks with less resources, but the resources you do have will possess a completely different skillset than the resources you were used to having. There is less experience and less institutional knowledge. Moreover, the generation of workers you now have (which are the Generation X and Millennials) have completely different motivators that must be understood in order to achieve the highest level of productivity. In Working with Five Generations in the Workplace, Rawn Shah explains that by 2015, the “the people born between 1977 and 1997—will account for nearly half the employees in the world” (Shaw, 2011).

In Starks’ report (2007), he discusses his approach to the changing work environment, and offers an “eight point dynamic strategy to cope with dramatically changing work environments” (p. 47).  The eight points offered include 1. Act like a business; 2. Manage the whole person; 3. Empower employees; 4. Expect more out of employees; 5. Avoid politics; 6. Become educated; 7. Remember for whom you work; and 8. Be a manager and a leader. Let me speak on each of these points.

Act like a business. Starks discusses that public-sector agencies must employ private-sector business practices. His thought process behind this is that private sector companies compete for the same government

funds that public sector agencies. Public sector agencies must create a competitive advantage so they can secure funds. Starks even comments that “if sales are not generated to meet it budgetary needs, the agency must reduce manpower or make financial reductions”. While I believe that government agencies can employ some aspects of private business practices, there are very distinct differences existing between private and public sectors; namely the profit motive that exists. In spite of government having no profit motive, their services are generally competitive in cost to those existing in private business, if the government entity is constructed and managed in an efficient manner.

Manage the whole person!

Manage the whole person. Starks discusses that today’s workforce is very diverse. Different cultures, interests, and generations. As I had mentioned earlier, by 2015, generation X and generation millennial will make up over half of the global workforce. These generations will have a completely different set of needs, desires, interests, and motivators than any of the generations before them.  The key to maximizing
productivity is to create a workplace that speaks to the employee’s motivations. A manager in this brave, new world will have to be open to change.  I know this is a hard concept for the more “experienced” worker (present company included) to accept, but it if you want to maximize productivity (employee happiness, output), this needs to be a serious consideration.

Empower employees. Starks (2007) discusses that “effective administrators allow their employees to make decisions and have input into major decisions” (p. 50). I am a wholehearted supporter of this concept.  As I had wrote in my previous paragraph, managers must be open to change in order maximize productivity in today’s organizations. In my opinion, it would greatly benefit a workplace to empower employees to have input on how work gets done. Soliciting (and employing) staff input fosters a sense of ownership in the results.

Expect more out of employees. Starks discusses that as work forces get smaller and smaller, people must work more efficiently. My reaction when I read this was “of course people must work more efficiently”!  Managers have to find ways to get work done with less people, less money, and perhaps less time, while following a more and more set of strict statutory requirements.  In order to do this, I would employ the art of empowering employees to help optimize processes, review what is required by statute, and compare that against what you are currently doing.  Often much of what we do is based on past practices, but not necessarily what is required by statute. This can bring about some difficult discussions and tough discussions.

Avoid politics. This is a must.  Though citizens may blur the distinction between public entities and politics,
there is a difference. Friedrich (2007) discusses that there are two distinct functions of public service: policy making, via politics; and policy execution, executed through administration (p. 35). Starks’ point he was trying to make deals more with the internal politics that exist in the workplace, the creation of “yes” people, and the damage it can cause. Employees use politics in hopes of impressing upper management, and while not intentional, often causes great tension in the workplace.

Become educated. Starks (2007) discusses that it is not only important to take advantage of training opportunities that are offered at work, but also to pursue training from outside sources (p. 51). Training is important to me, and I am in complete agreement with Starks’ points he makes here.  Internal training opportunities are important as they add a consistency in how work is completed, and are a great means of training staff in tasks that are statutorily required. Outside training offer employees an opportunity to experience other perspectives. A new twist, so to speak. Hopefully, they bring new ideas back with them that will improve the current processes.

Remember for whom you work. In my opinion, this is one of the most important points that Starks is trying to make.  As public servants, it is our obligation to carry out the laws and statutes, and our goal should be to deliver the most efficient, professional service possible with the funds the taxpayers provide.

Be a manager and a leader. Lastly, leaders must be innovative and set clear direction for their organizations.  Starks (2007) mentions that leaders must “access the organization and make the most of what is available” (p. 52). While Starks discusses that a leader needs to involve employees in the decision making for the office, ultimately the manager is accountable for achieving results. It is important to create a balance of providing staff with training that will enhance operations of the office, understanding employee need, and fulfilling those needs in a way that fulfills the mission of the agency.

Thank you for reading. More later!

References

Friedrich, C. J. (2007). Public policy and the nature of administrative responsibility. In W. L. Richter, & F. Burke, Combating corruption, encouraging ethics: a practical guide to management ethics (pp. 35-37). Lanham: Rowman & Littlefield Publishers, Inc.

Shaw, R. (2011, April 20). Working with five generations in the workplace. Retrieved from Forbes: http://www.forbes.com/sites/rawnshah/2011/04/20/working-with-five-generations-in-the-workplace/

Starks, G. L. (2007). Twenty-first century challenges: global dimensions/changing boundaries. In W. L. Richter, & F. Burke, Combating corruption, encouraging ethics: a practical guide to management ethics (pp. 50-52). Lanham: Rowman & Littlefield Publishers, Inc.