The Public Manager - Search Results

	Good Governance for Worldwide Interdependence Author(s): jlemke Good Governance for Worldwide Interdependence community.thepublicmanager.org/.../good-governance-for-worldwide-interdependence.aspx
	Promoting Minority Rights in Kosovo and Bosnia-Herzegovina Author(s): Sarah Ringler Volume: 41, Issue: 2 Preventing violence while achieving full civil and political rights for minorities living in post-conflict environments is a challenge. It depends on inclusion, trust, and international support of newly established democratic institutions. A workable outcome also is in the interest of international donor and peace-keeping organizations and countries because support for these external involvements cannot be sustained for long. Kosovo and Bosnia-Herzegovina have similar sociopolitical environments, which emerged from inter-ethnic violence and warfare after the dissolution of Yugoslavia in the 1990s. Both countries continue to be guided by international state-building efforts (with heavy involvement from the United States and the North Atlantic Treaty Organization, NATO) and seek the civil and political integration of minorities. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_PromotingMinorityRights.pdf
	International Exchange Programs Strengthen the Global Community Author(s): David Simpson Volume: 41, Issue: 2 Each year thousands of international visitors travel to and from the United States on exchange programs funded by public and private sources. For the past 50 years, Graduate School USA’s International Institute has administered a diverse array of exchange programs for the U.S. government, foreign governments, non-governmental organizations, and the private sector. With the start of 2012, the International Institute staff had a chance to reflect on the importance of exchange programs, the challenges of implementing them, and creative suggestions for improving them. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_InternationalExchangePrograms.pdf
	Revitalizing a Post-Conflict Government in Liberia Author(s): Oblayon B. Nyemah and Donnell Scott Volume: 41, Issue: 2 Several years of conflict in Liberia destroyed the civil service and ruined a merit-based system. The conflict allowed leaders to ignore standards and procedures and recruit unqualified individuals based on the patronage and largesse of various armed groups that exacerbated the civil conflict. This situation created an inefficient public service, adversely affecting performance and contributing to poor service delivery. Simply put, the civil service lacked the professional clout and institutional mechanisms needed to achieve the critical outcomes for social development. Liberia’s first post-war administration, led by Her Excellency Madame Ellen Johnson Sirleaf, president of the Republic of Liberia, is poised to revitalize the governance structure that was decimated by years of intermittent spasms of revolt. The government has embarked upon a renewal of the state agencies that were significantly weakened by the conflict. First, the civil service, the main machinery of government responsible for managing human resources and delivering effective and efficient public service, had to be restored. It must lay the basis for sustained and shared growth, reduce poverty and place the country on a path of positive socio-economic growth and development. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_RevitalizingaPostConflict.pdf
	Casting a Global Net for Collaborative Governance Author(s): Warren Master Volume: 41, Issue: 2 For much of the 20th century and the fi rst decade of the 21st, the United States has invested heavily in international development. Most Americans understand the need for U.S. foreign aid and federal government missions abroad. Th ey understand how the connection between such investments and relationships aff ects our national interest. And they understand the importance of gaining a global perspective. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_GoodGovernancefor.pdf
	Federal Agency Finds Success In Group Mentoring Program Author(s): Mindy Zasloff and Mary Ellen Okurowski Volume: 41, Issue: 2 The National Security Agency (NSA) started three innovative group mentoring programs to adapt to the diverse, fast-paced, and different ways employees need to work together and share corporate knowledge. As the federal population ages—The Washington Post estimates that 60 percent of federal managers and supervisors will be eligible to retire in the next few years—it will leave an especially challenging opportunity for senior leaders to share their legacy. Newly hired Gen Y’s and X’ers have worked in groups and learned from each other as a natural part of their growing-up process. New approaches to mentoring—such as group mentoring—are worth considering. Early success in a pilot group mentoring program in a single-skill community led to a formal program and spawned two other adoptions. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_FederalAgencyFinds.pdf
	Can a Government-Wide Mentorship Program Work? Author(s): Allison Primack, Andrew Krzmarzick, and Kathy Wentworth Drahosz Volume: 41, Issue: 2 What if there was a virtual, government-wide mentoring program that not only reached out across the varying levels of government (federal, state, and local), but also bridged the expanse between agencies, experience, and geographical distance? While many government agencies have outstanding mentoring programs that match less experienced employees with their more seasoned counterparts within the same organization, there could be immense value in a mentorship program that connects colleagues without boundaries. What if such a program existed? Would it work? Based on the initial feedback from just such a recent pilot project, the prospects are promising. Let’s look at the design, development, and delivery of a three-month, virtual, government-wide mentorship program, as well as lessons learned, participant feedback, and program updates that were incorporated into a full program launch in February 2012. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_CanaGovernment.pdf
	Motivated by the Mission Or by Their Careers? Author(s): Jeffrey L. Herman, Jennifer J. Deal, and Marian N. Ruderman Volume: 41, Issue: 2 One of the most persistent questions facing leaders of government organizations is how to keep employees engaged, productive, and committed to serving the public. Leaders who understand and address what motivates their employees are more likely to hold on to their best people and maximize performance. In many cases, employee engagement rests on how well a manager understands employees, their reasons for working in the government sector, and how that information can be used to address employee needs. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_Motivatedbythe.pdf
	Making Performance Information More Useful to Managers Author(s): Morris Bosin Volume: 41, Issue: 2 Only 50 percent of federal managers use performance information to help them run more effective programs. This percentage has not changed in more than a decade, according to two Government and Accountability Office studies conducted in 1997 and 2008. Similar results were noted in the 2011 survey of federal performance improvement officers (PIOs) by the Partnership for Public Service and Grant Thornton LLP. Yet performance information officers only spend a fraction of their time on performance management. Why not more? Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_MakingPerformanceInformation.pdf
	Transferring Best Practices Poses Challenges and Risks Author(s): Geoffrey Abbott Volume: 41, Issue: 2 Many organizations look to improve organizational performance by benchmarking—comparing their processes, procedures, and results with organizations using similar processes to identify lessons learned and best practices. While identifying best practices is certainly a challenge in itself, actually adapting and implementing another organization’s best practice into your workplace presents a much greater challenge. Unfortunately, failing to anticipate cultural resistance to change, the need for strong leadership support, the complexity of introducing process changes, and resource requirements (both funding and staff time) can jeopardize the results. Last Updated: 11 Months Ago www.thepublicmanager.org/.../Vol41N2_TransferringBestPractices.pdf