• in many other circumstances) but also to define the underlying principle (which may not apply in a

  wide variety of circumstances). Also, one must be careful not to merely adopt the specific action of

  any particular application of a general management strategy to a new situation, but to adapt them to

  the specific circumstances of the new situations.

  V. Creating friendly competition through Esteem Opportunities

  A leader of public agencies can motivate improved performance by generating ‘esteem

  opportunities’ that foster ‘friendly competition’ by creating a group of peers each of whom value

  the esteem of the others; by setting of explicit performance targets for every team; a

  communication mechanism (such as a sortie board or memo) for informing every member of every

  team about how every team is doing; and a mechanism for helping teams (and individuals) to learn

  from each other.

  VI. Gorton and Creech on Management

  Appearance is critical. It dramatizes who is important. Therefore, pay attention to details,

  and create friendly, productive, controlled competition – competition against a goal so that every

  unit can win, not competition against other units that produces only one winner (and many losers).

  The program has to be visible. You don’t get credit for an accomplishment unless you make a prior

  commitment to doing it. Creating ownership as nobody has ever washed a rental car. The staff

  should serve the line. But how can you get the staff to focus on the job of serving the line and thus

  serving the agency’s mission, is most important.

  VII. Total Quality Management

  To improve performance, a manger must engage everyone in the organization in the task of

  producing better results. To become an excellent organization requires continuous improvement. It

  is most efficient to do it right the first time rather than check up later. Managers need to get the

  people within the organization – particularly those who work in support positions – to understand

  who their customers are. Quality must have explicit measures of success and the total Quality

  Management is designed to improve results.

  VIII. Chase’s Law:

  Whenever the product of a public organization has not been monitored in a way that ties

  performance to reward, the introduction of an effective monitoring system will yield a fifty percent

  improvement in the product in the short run. This golden rule must be the guide in developing the

  appropriate monitoring and internal control mechanisms.
• 

  IX. Public Mangers Convert Problems into Opportunities

  Choosing and defining the problem, focusing on specific goals and outcomes; and recruiting

  mangers and delegating responsibilities are a few of the requirements for converting problems and

  challenges into opportunities.

  X. Faster Friendly Competition, Public Managers Create Esteem Opportunities

  Setting performance expectations that give everyone an opportunity to win, and creating

  communication device that provides three important pieces of information is imperative.: It tells

  everyone how well he, she, or the team is doing, It tells everyone how well all of the other

  individuals or teams are doing, It tells everyone that everybody else knows how well he, she, or the

  team is doing.

  XI. Public Manger Need To Recognize The Importance Of Importance:

  Public mangers need to focus their energy, time, resources, and organizational capacity no

  problems that are important to citizens by focusing on the ethical challenges, public managers

  inspire others to make a contribution while also establishing their personal own and their

  organization’s credibility.

  XII. Three Key Features of Gordon Chase’s Management Reporting System

  The following key features must be maintained in the system. These are: a) Specific

  Measurable Goals: “if you can’t measure it, you can’t control it.” Chase established specific,

  achievable, periodic targets that he used to monitor the progress (output) of mangers and their units,

  b) Frequent, Personal Reporting: “Nobody like to look bad in a crowd” Chase conduct a series of

  weekly meetings at which the responsible managers reported on their progress to him – and their

  peers, c) Direct, Public Feedback: “If you can’t measure it, it doesn’t exist” Chase (implicitly)

  praised the managers who had achieved their targets by having them explain their secrets to their

  less successful colleagues.

  XIII. Gordon Chase’s Overall “Management Strategy” Components

  The overall management strategy must incorporate the following:

  a) Establish a Problem as a Priority: Get involved personally, create a new organizational unit, and

  give key managers importance status b) Don’t Take “No” for an Answer: Make big demands – “do

  the whole universe”, Don’t accept everyone’s excuse that it is someone else’s fault, Push in all
• 

  directions, even in direction you can’t directly influence, Focus attention on individual

  responsibility,

  b)Create reports that identify each individual’s work, Begin each meeting with individual progress

  reports; and Make sure people know what is expected individually and collectively

  c) Pay Personal Attention to the Details: Identify the required capabilities and outputs, Summarize

  each meeting in a memo that specifies assignments and due dates, Create a system for quick and

  accurate reports and feedback, Monitor progress personally; and Streamline the chain of command

  d) Use Different People for Different Purposes: Use a mix of managerial and substantive experts,

  Use an informal advisory group to get real advice, Co-op people by taking their advice, Ignore the

  incompetents; and Balance your own deficiencies with people with complementary expertis