Respond to the following:
The governor is the manager of the state's executive branch. They and their staff are responsible for a myriad of different functions including strategic planning, initiating policy, settling agency disputes, promoting local industry, redesigning the budget, recruiting additional officials, and cooperating with other states and the national government (Magleby et al., 2014, p. 145). Since there have been shifts in the national state of federalism, the governor can expect to receive mandates and programs from the federal government with the expectation of the governor figuring out how to make it work and implementing it effectively in his state. This can be a help and a hindrance as the national government instructs what needs to happen but not necessarily how to do it. This allows for some degree of flexibility and innovation in fitting these programs to meet the needs of your population.
Recently, governors have typically had more management authority over their citizens using new and developing management methods such as budgeting and information technology systems, strategic planning, customer focus, system analysis, and performance management and measurement (Magleby et al., 2014, p. 146). Governors have a large amount of power, granted to them by state constitutions, to build their administration in the way they see as most effective. This can be problematic, especially in states with strong political party clash, as no matter what the governor does, there is always someone who is displeased. Also, changes made during one administration may not be maintained in the following administration. Changes made should strive to be swiftly productive.
It has been observed that governing and budgeting are now often the same thing (Dometrius & Wright, 2010). In most situations, political issues eventually become budget issues. There has been a recent trend in reformers encouraging a consolidation of government agencies into smaller, more controlled departments, giving the governor more power over the hiring, and firing of senior executive, making the governor the true manager of the executive branch. There are always groups of people that resist changes, as will many people within departments, as they fear losing their jobs or being overworked.
The powers awarded to state governors are different between states, but the standards and evaluation process people hold governors to be comparable to the president. Governors are responsible for smaller groups of people and therefore must try to address the problems specific to their group of people. The solutions to those problems will hopefully pleas at least half of those people or the governor will not be considered successful. Governors and their team of legislators are responsible for promoting local industry and foreign trade, negotiating with the federal government, and hire good, honest administrators to assist in running the state smoothly.
There is no way to please all the citizens in a state. The governor is often the first to blame for things that go wrong (Devitt, 2013). Despite that, it is important for the governor to keep the best interests of the people as a whole in mind in all decision made, as he is responsible for his people. He is the people's first defense and caretaker, before the federal government.
I agree with the statement that "since there have been shifts in the national state of federalism, the governor can expect to receive mandates and programs from the federal government with the expectation of the governor figuring out how to make it work and implementing it effectively in his state. This can be a help and a hindrance as the national government instructs what needs to happen but not necessarily how to do it. This allows for some degree of flexibility and innovation in fitting these programs to meet the needs of your population." Unfunded mandates from the federal government are the ...
Governors: Authority and Leadership in Public Management
Define and distinguish between authority and leadership. Discuss the role of leadership in the management of public agencies. Differentiate between transactional and transformational leadership. Explain alternative leadership styles. Explain the role of accountability in leadership. Explain the importance of communication in public management. Describe factors that facilitate and impede effective communication. Explain the flow of communication in organization. Cite examples of federal government efforts to deal with communication issue. Define and explain the role of an electronic government.
Leadership: The Chief Executive, the Bureaucracy, and the Search for Accountability
Leadership is the exercise of authority, whether formal or informal, in directing and coordinating the work of others. The best leaders are those who can simultaneously exercise both kinds of leadership: the formal, based on the authority of rank or office, and the informal, based on the willingness of others to give service to a person with special qualities of authority. There is a difference between leadership and management: management involves power (formal authority) bestowed on the occupant of a position by a higher organizational authority. Leadership, in contrast, cannot be bestowed by a higher authority but must be earned.
Communication Flows in Administration: The Fuzzing of Values
Formal groups are officially created by a larger organization, usually for the purpose of accomplishing tasks. Employees are assigned to formal groups based on their position in the organization. There are two basic types of formal groups. First, there are command groups that are specified in a formal organization chart. These include both supervisors and the people who report directly to them. Groups of this type are the essential building blocks of organizational structure. They vary from a mail room staff to the employees of a small branch office to an entire headquarters staff. Second, there are task groups, formally sanctioned job-oriented units with short lives. Here you will find employees who work together to complete a particular project or task and then are disbanded. Any ad hoc ("for this") task force or temporary ("for this") committee is an example. Informal groups are made up of individuals who have spontaneously developed relationships and patterns of interactions in work situations. Included here are employees who associate voluntarily, primarily to satisfy social needs. Although informal groups at work may have goals and tasks (for example, ethnic support groups, bowling clubs, and luncheon speaker groups), their primary reasons for existence are friendship, affiliation, and shared interests. Although informal groups seldom are formally sanctioned, they are extremely important to the working of organizations. Their norms, values, beliefs, and expectations have significant impacts on work-related behavior and attitudes. Chester I. Barnard in The Functions of the Executive has provided the classic statement on the vital significance of informal groups: Informal organization, although comprising the processes of society which are unconscious as contrasted with those of formal organization which are conscious, has two important classes of effects: (a) it establishes certain attitudes, understandings, customs, habits, institutions; and (b) it creates the condition under which formal organization may arise. Groups in organizations of all types are of high importance and interest to students and practitioners of organizational behavior, both for what happens in them (and why) and what happens between them.
Compose what advice might a former governor give a new governor about being governor.View Full Posting Details