Civil Service Management

8/3/2019 Civil Service Management

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Civil Service Management

Course In-charge:

PROFESSOR GAROOT

By:ABDOL MOGHSET BANI KAMAL


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"My experience of bottles

tells me that the bottleneck is

always at the very top of the

bottle."

.

Swedish middle manager accused of forming

a bottleneck in his organization


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Good

Managers

Privatesector

Publicsector

Competition overrecruitment ofGood

Managers


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Why good managers are important

When public administration reform

means, as it does in several

western European countries,

delegation and devolved

responsibilities, when it means

giving up power-sharing in

decision-making and ex

ante controls in favour of power

allocation to managers and ex

postcontrols, the quality of the

managers vested with these powers

becomes a more than essential

consideration.

when national policy-making,

becomes more and more

complex and more and moreexposed to international

coordination, as in all

countries, the need becomes

evident for top managers with

holistic perspectives and an

ability to coordinate their workwith both national and

international institutions.


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Weaknesses of old

administrations

Staffing was and attractive for ministers as

they could surround themselves with

individuals whom they could rely on instead

of taking on staff they dont know. Ministers

could also reward people for their political

work, i.e., during election races

There was no clear

division between

what should be

political posts and

what should not. Itwas at the

discretion of the

minister or the

head of institution

to define when

political merits arenecessary and

when they are not.

It was believed that

everyone was a

specialist within a

special technicalfield, as result the

coordination of

policies and among

institutions should

be done within the

political structure,

so, there is no need

for managers.

There was no understanding of a state

administration profession. Each job in the

state administration was regarded as a

specialist job in the employing institution

with limited career bridges to jobs in other

institutions. So, Mobility between different

institutions was not encouraged


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ProfessionalismProfessionalization is of course a question of training of

managers and staff, but it is also a question of improved

personnel management and management standards.

Additionally, it is a question of establishing an administrativecontext in which officials can carry out their duties in a

professional, impartial, transparent and controllable way. So,

it is very much about improving:

The quality of

substantive law,

providing the

substantive framework

for decision-making, i.e.

the "tool" for the officialsand the source of

information and

prediction for the public.

The quality of procedural

legislation, providing

procedures foradministrative decision-

making, for coordination

and for balancing of

powers, for officials

relations and

communication with thepublic, and providing

opportunities for

concerned physical or

legal persons to have a

say or to appeal.

The quality of financial

and administrativeaccountability and

control mechanisms,

providing for

transparency, checks

of financial and

administrativedecision-making and

including means for

correction,

prosecution and

redress


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Improvedprofessionalcontinuity anddevelopmentwithin publicinstitutions

Reducedscope for

nepotism andcorruption

Attract andretain qualifiedindividuals formanagementpositions

Increase thepublic trust for

theadministration

Bettercoordination

betweenpublic

institutions

Improvedefficiency and

cost-effectiveness in

publicinstitutions

Improvedquality of theoutputs ofpublic

institutions

Objectivesfor Top

Management

Reform


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Prerequisites for Management Reform

A strong politicalcommitment by PM andcore of the government

Politicians must accept itwill take time before the

investment inprofessional managers

will give full return

Affected line ministersmust to be ready to

sacrifice a part of their

power

There must be a politicalconsensus and commonunderstanding among allimportant political parties


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Technical requirements

In order to establish permanent managers on higher levels we need

to create a system of selection and management of managers

which is transparent, and which guarantees that the individuals are

selected on their professional merit and none other. Therefore

following technical issues should be addressed:


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Borderline political/professional positions

Transform existing

political positions

into permanent

ones, e.g. viceminister into a kind

of permanent

secretary position.

Keep the political

positions political,

but instead

introduce new

permanentfunctional positions

into ministries, e.g.

director-generals.

Creating a new position instead of transforming an existing one is

more feasible. It is easier to establish new functions than to try to

change traditionally political ones over the time


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Civil Service Legislation

Duties and accountabilities cannotbe agreed between a state institution

and an individual in a private lawemployment contract under the

labour code. General labour codeare not sufficient for officials to

whom the authority of the state isdelegated

Civil service law should strike thebalance between the duties and theaccountabilities implied in a publicoffice and the rights securing theprofessional integrity in carrying

out the office.

The primary goal of a civil servicelaw is not to define better and saferemployment conditions for publicemployees, but is for the state to

safeguard a certain quality,professionalism and impartiality in

the performance of theadministration

Civil service law should contain

provisions protecting the civilservants from unjustified

interference. But it should alsocontain provisions aiming to raise

or safeguard the professionalquality of the staff subject to the

law.


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Central Management Capacity

It should not be

directly involved in

the staffing of and

personnel

management in the

governmentinstitutions instead

should draft

regulations related to

the civil service, issue

guidelines, provide

advice and monitor

career management

throughout the civil

service.

If a new group is

introduced into an

administration, there

will be a need for a

central capacity for

the selection of themand their career

development.

Related decisions

should be taken at

the centre and

prepared by thiscentral capacity,

independently.

The competence and

the institutional

character of such a

capacity should also

be defined in a civilservice law. It can be

a unit preparing

decisions for the

Prime Minister or for

the Council of

Ministers and

reporting to the

Prime Minister, etc.

Fragmentation in

personnel

management

caused by lack ofcommon standard

should be broken,

cured and

harmonized

through calling for

some kind ofcentral capacity.


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Conclusion

Civil service management reform is long a process which take time.

There are some preconditions required in the political realm which

should be met.

And finally civil service management reform needs some technical

requirement which should be fulfilled


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Bibliography

Staffan Synnerstrm; Professionalism in Public Service Management: The Making of Highly Qualified,

Efficient and Effective Public Managers

Hakin Shazi, Public management(Persin2004) Tehran

Documents

Civil Service Management