The Outline for MPA 809 Management in the Public Sector, 2014-15 is now posted under Teaching. Click here.
The Outline for MIR 889, Financial Literacy for Non-Financial Managers, Fall, 2014 is now posted under Teaching. Click here.
I was pleased to be notified by the Financial Management Institute of Canada's (fmi*igf) Board of Directors that I have been awarded the 2013-2014 Alan G. Ross Award for Writing Excellence for your
article “What is financial literacy for the public manager”. This article was published in the autumn 2013 issue of the fmi*igf Journal. You can access it here.
"Are we there yet? Reflections on 25 years of police governance." - talk to the Canadian Association of Police Governance, Halifax, August 23, 2014. To read, Click Here
Article in The Winnipeg Free Press on police governance; "A Strong, Active Board is Vital to Police Oversight." Monday, July 28, 2014. To read, Click Here
Two great new case sites, with valuable cases and simulation material:
MITSloanManagement's LearningEdge is a very good source of both cases and simulations. There has been considerable investment in case and simulation design. Well worth a look at https://mitsloan.mit.edu/LearningEdge/Pages/default.aspx.
Markkula Centre for Ethics, Santa Clara University Case Studies in Ethics: This is a large offering of ethics cases and challenges. Well done. http://www.scu.edu/ethics/practicing/focusareas/cases.cfm
Sir Humphry and the professors: What Does Whitehall want from academics?
The University of Manchester - Colin Talbot and partners - have released a very interesting study of how senior civil servants regard academic input into policy making. Most revealing in all of this is how research and policy studies affect how policy makers think and how much they reach out or react to studies in place. The conclusions are of worth, especially those about how senior public servants pick up the ideas and information that inform their work. You can access it at http://www.policy.manchester.ac.uk/media/projects/policymanchester/1008_Policy@Manchester_Senior_Civil_Servants_Survey_v4(1).pdf
Workshop on Enterprise Risk Management: Southern Africa Development Community, Garobone, Botswana
I have recently completed some work with the Southern Africa Development Community to help them put their Enterprise Risk Management in place. As part of the work, I will be delivering workshops on risk and the business case for integrated or enterprise risk management. Here are the presentations I will be giving:
New Case Study Released in IPAC's Olympics Series: One of the pleasures of being the Case Editor for IPAC has been the work with colleague, Rod Windover, on the Olympics Series, documenting the contribution of public administration to the success of the 2010 Vancouver Olympics and Paralymics Games. Today we released an exciting new case, 2010 Tourism Marketing Strategy: The Greatest Platform in a Generation. Click on the title to take a look.
Briefly noted: Keeping an eye on Developments
Self-Study Questions for Managers
In the run up to my rethinking my Public Sector Management course at Queen’s for the fall, I am reading and rereading some writers who have been a strong influence. No one more so than Henry Mintzberg. I have just gone over his great distillation of his thinking called, Simply Management, What Manager Do – and Can Do Better. I recommend the whole book, but found his checklist of questions that managers should ask themselves as a good invitation to reflection. Here they are:
1. Where do I get my information and how? Can I make greater use of my contacts?
2. What information do I disseminate? How can I get more information to others so they can make better decisions?
3. Do I tend to act before enough information is in? Or do I wait so long for all the information that opportunities pass me by?
4. What pace of change am I asking my unit to tolerate? Is this balanced with the needed stability?
5. Am I sufficiently well informed to pass judgement on the proposals submitted to me?
6. What are my intentions for my unit?
7. Am I sufficiently sensitive to the influence of my actions, and my managerial style in general?
8. Do I spend too much time, or too little, maintain my external relationships?
9. In scheduling, am I just reacting to the pressures of the moment?
10. Do I overwork? What effect does my workload have on my efficiency and my family?
11. Am I too superficial in what I do? Should I decrease the amount of fragmentation and interruption?
12. Am I a slave to the action and excitement of my job, so that I am no longer able to concentrate on issues?
13. Do I use the different media appropriately? Am I a prisoner of the pace of e-mail?
14. Do I rely excessively on face-to-face communication, thereby putting all but a few of my reports at an informational disadvantage? Do I spend enough time observing activities firsthand?
15. do my obligations consume all my time? How can I free myself from them to ensure that I am taking the unit I want it to go?
By the way, this list was originally found in somewhat different form in Mintzberg’s 1973 book, The Nature of Managerial Work.