875 words (4 minutes reading time) by Lancing Farrell
I have also been reading Goldsmith and Klein’s book ‘A New City O/S. It is a very interesting treatise on a potential future model for local government, particularly the argument for distributed governance. As Colin Weatherby has described, it is a researched and expert work.
I found the concept of distributed governance quite interesting. In some ways, all councils already operate using a version of this model for some services. Typically, this would be in community services where the council, State and not-for-profit organisations often combine to provide a facility, grant funding, and the actual delivery of the service. I think it would be a big challenge for many councils to adopt distributed governance across all services because of the loss of control. Continue reading
Posted by Lancing Farrell 560 words
This is the second post in this series. The first post discussed the type of measures needed to manage for performance. This post looks at how you can design an integrated performance management system.
The starting point for developing a performance management system is the ‘performance logic’ of the organisation. What are the most important indicators or measures of performance for your organisation? What are the key requirements of customers and the main strategic business needs of the organisation? Continue reading
Posted by Lancing Farrell 1250 words
In the previous post I discussed a tool that you can use to test your current job design to see whether it has been designed for high performance. In this post I will elaborate on the theory behind the tool. This is a long post but I didn’t want to split the story. Sorry. In the next post I will attempt to apply the theory to the design of three local government management roles that I am familiar with.
Simons’ starting point in discussing the design of high performance jobs is failure to implement strategy. Why is it that organisations with clear strategy, access to resources and developed relationships still fail? He points out managers being too complacent and slow to respond, instead of being entrepreneurial. Problems coordinating activities across functions. Decision making is fragmented. Costs are excessive and eroding surpluses. When these symptoms become evident senior managers start to wonder whether they have put the wrong people in critical jobs. However, Simons says that the problem is systemic across the organisation. Continue reading