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CONSTITUTION ISSUE 1
JUN-SEP 2007



Pamela Hongsakul

Leadership Coach,
Marketing & Media Consultant		              
PROFESSIONAL MANAGEMENT OF PUBLIC ORGANISATIONS:
BUILDING DYNAMIC ORGANISATIONS WHICH SERVE THE PEOPLE
by Pamela Hongsakul
             
             
Old Public Organisation
  
Professionally Managed
Public Organisation
  
Corporation
  
             
 
    Order of Work Actions:
    1. Hire team
    2. Budget allocation
    3. Project planning
    4. Execute
  
    Order of Work Actions:
    1.Goal & parameters
    2.Budget request
    3. Project planning
    4.Hire Team
    5.Budget allocation
    6. Execute
  
    Order of Work Actions:
    1. Project planning
    2. Estimate budget
    3.Hire team
    4. Execute
    5. Summarize budget
  
       
 
    The Team:
    - Honorary, no experts
    - Hire outside group or muddle along with staff in hand
    - Seniority determines rank
    - Lots of talk at meetings, talk it to death
    - Power games
    - Territorial
  
    The Team:
    - Honorary, trusted team leader with some knowledge of subject
    - Rest of team composed of experts
    - Hire outside team to fill gaps
    - Rank from accomplishments as well a ability to get along
    - Team leader gains buy-in, rest of team works on project
    - Decisive leader with listening skills
  
    The Team:
    - All experts, hired by experienced director
    - Rank from accomplishments and expertise
    - Quick decisions
    - Working meetings
    - Compete to excel
    - Autocratic leader
  
       
 
    Responsibility:
    - It’s mine!
    - Then do nothing
  
    Responsibility:
    - Proper assignment (after gaining buy-in)
    - Volunteers (for honor of being-of-service)
  
    Responsibility:
    - It’s yours!
    - Then run and hide
  
       
 
    Vision:
    - No vision, just survival instinct, with eyes toward the titles and power
    - Values are role-based
    - Mission was established long ago, perhaps forgotten
    - Old rules
  
    Vision:
    - Get whole organization on board with leader’s bird’s-eye vision; the executive committee contributes to the vision and helps to implement
    - Goal-based values
    - Focus organisation on personal values
    - Organisational values run through work and interactions
    - For results to triumph over ‘fun culture’ (sanook, sabai), it is important to set mission goals, and Measure
  
    Vision:
    - Leader imposes his vision on entire organisation; emphasize obedience
    - Values come from the top. Copy.
    - Mission – constant measurement of success points
  
       
 
    Followthrough:
    - Top-down flow
    - Sit on things
    - Reward for not rocking boat
  
    Followthrough:
    - Bottom-up flow
    - Agreement, execution, discussion
    - Reward for meeting goals
  
    Followthrough:
    - Top-down flow
    - Immediate implementation
    - Boss checks tasks
    - Reward for work
  
       
 
    Customer:
    - Public has to follow organisation’s rules
    - Rules are king
    - Organisation is king
  
    Customer:
    - System in place to serve public
    - Survey, feedback, improve
    - Rapid response to public’s needs
  
    Customer:
    - Customer is money
    - Customer is king OR Owner is king
  
       
 
    Process:
    - Spontaneous & reactionary process
    - Get in line, wait, be patient
    - More short-term
    - Crisis management vs. proactive
    - Long-term = procrastinate
    - Duties? No details
    - Assign roles, honor based
  
    Process:
    - Suggested by leader
    - Mixed process
    - Discussion groups
    - Agreement on process with changes
    - Buy-in, execute, analyse
    - Mix of short-term & long-term is balanced, and fulfills organisational vision and mission
    - More clearly defined duties
    - Role is mission-based
  
    Process:
    - Process written by boss
    - Streamlined
    - Profit oriented
    - Push-Push-Push
    - Long term & short term, especially re: money
    - Clear steps, order outlines: break it down into steps and do them
  
       
 
    Public Relations:
    - For acceptance
  
    Public Relations:
    - For buy-in
  
    Public Relations:
    - For sales
  
       
             
             
             

 
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