AAB COLLEGE FACULTY OF PUBLIC ADMINISTRATION Program: Public Administration and Diplomacy MASTER

AAB COLLEGE FACULTY OF PUBLIC ADMINISTRATION Program: Public Administration and Diplomacy MASTER Thesis: Changes in Management and Leadership in the...
Author: Reginald Miles
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AAB COLLEGE FACULTY OF PUBLIC ADMINISTRATION Program: Public Administration and Diplomacy

MASTER

Thesis: Changes in Management and Leadership in the Public Sector in Kosovo

Mentor:

Candidate:

Prof. Dr. Sadik HAXHIU

Jahir GASHI

Prishtina, 2016

Content Abstract ................................................................................................................................ 5 List of tables and figures .................................................................................................... 6 Abbreviations ........................................................................................................................ 7 Introduction ............................................................................................................................ 8 Chapter I ............................................................................................................................. 11 1. LEADERSHIP AND MANAGEMENT ...................................................................... 11 1.1. Meaning of the term leadership ......................................................................... 11 1.2. Meaning of the term leadership .......................................................................... 12 1.3. The interaction between leadership and management and their roles ............... 12 Chapter II ........................................................................................................................... 23 2. DEVELOPMENT AND IMPLEMENTATION OF CHANGES 23 2.1. The need for changes in management .............................................................. 23 2.2. Development plan for changes .................................................................... 24 2.3. Other influential factors for changes ................................................................... 26 2.3.1. Clear strategic goals .................................................................................. 26 2.3.2. Support from within the institution ................................................................27 2.3.3. Support from senior management ................................................................... 29 2.3.4. Provision of external support .......................................................................... 30 2.4. Formation of infrastructure/finding resources .......................................................... 31 2.4.1. The strategic role of human resources in organizational transformation ....... 33 Chapter III .......................................................................................................................... 35 3. LEADERSHIP AND PUBLIC ADMINISTRATION IN KOSOVO .............................. 35 3.1. History of changes in leadership and management in Kosovo since 1999 ............. 35 3.2. Role of Public Administration in Kosovo ............................................................... 37 3.3. Legal Regulation of Public Administration in Kosovo ........................................... 39 3.4. Composition of Public Administration in Kosovo and the number of employees . 42 3.5. Reform and Modernization of Public Administration in Kosovo ......................... 44 3.5.1. The framework for the reform of public administration in Kosovo .............. 46 3.5.2. Goals and Values ......................................................................................... 48 3.6. Strategy for Public Administration changes in Kosovo ........................................... 49 3.6.1. Policy Management ....................................................................................... 51 3.6.2. Legislative Drafting ........................................................................................ 52 3.6.3. Ethics and Transparency ................................................................................. 52 3.6.4. Communication and citizen participation ...................................................... 53 3.6.5. Budget Planning ............................................................................................. 54 3.6.6. Budget Execution ........................................................................................... 54 3.6.7. Internal audit ................................................................................................... 54 3.6.8. Public procurement ......................................................................................... 55

3.6.9. Reorganization of Public Administration ....................................................... 55 3.6.10. Management and development of human resources ..................................... 55 3.6.11. Rationalization of electronic administrative processes (e-governance) ........ 56 3.6.12. The development of electronic government (e-government) ........................ 56 4. Conclusions and Recommandations ....................................................................................59 5. Bibliography ........................................................................................................................61

Abstract With this paper, I intend to identify policies and practices which help in the perception and acceptability of the managerial changes in the Public Sector in Kosovo. Moreover, part of this paper analyzes the results achieved throughout the changes in the management. Why this change in the management is necessary, standards over changes, how much these changes affects personnel, which are the methods in identifying the motivation of staff in the Public Sector; are questions which I want to give answers to in the paper. The main focus fall in: strategy, organization, motivation, teamwork, improvement of the performance and the final outcome throughout the change in management in an organization or Public Institution. Keywords: management, leadership, state institution, public administration.

Conclusions and Recommendations The Republic of Kosovo has an advanced managerial framework regarding the organization and functioning of the public sector and willingness to change, but the implementation in practice is showing stagnation. Although the nature of changes in managerial and leading line is quite complex, I tried to analyze the changes occurring or expected to occur in the public sector based on the needs, demands and opportunities for the continuing of these changes. I tried to explain the concept that a leader is someone who has a clear vision of a new reality and intrinsic motivation to achieve desired goals. Vision within a company or organization covers all leaders, no matter what level they are. The leader should shape the organization in a creative way to realize a new order of reality. Also, in this paper I have summarized some data on the core values that are important for a leader. Leaders must have values that reflect the organization to reflect their spirit, where we found that the most important values of the leaders were strategic thinking, doing governing agreements, partnership, and change management. Even though we know that most organizations do not agree with the changes, and in addition these changes inspire different fears, being an example of this the resistance itself, which can be clearly seen by the reaction that workers have in case of delegation of tasks to private companies (outsourcing), where the delegation for the majority of employees and many managers, is synonymous with the loss of jobs. Based on our findings, we conclude that the environment facing the organization or institution is quite complex, especially if leaders and managers think the use of traditional techniques of leadership. Leaders and managers should be aware that transformational concepts should be used while not ignoring values. Efficiency of a good leadership can be when leadership is based on values and when there is a willingness to share leadership responsibilities with internal and external stakeholders giving stimulation, motivation, inspiration employees who engage on change processes or the reforms within that institution. Public administration reform is one of the most difficult tasks for the Republic of Kosovo in a near future. Public sector reform in the Republic of Kosovo is the main objectives of the Government, but it becomes even more necessary since pretending to gain candidate status and faster integration in the European Union. Experience in other countries has shown that the implementation of a comprehensive reform as

requested by the European Commission takes years. Also, we are aware that preparations for the implementation of the project requires special attention and they are just as important as the actual implementation of this process. Public administration reforms can be systematised as short reforms and long-term reforms, where key strategic objectives of the reform of public administration can be grouped into: improving the organization and functioning of the administration aiming to increasing the efficiency of administrative action, improving relations between the administration and citizens aimed at improving the services provided to them, improvement of legislation and the consolidation of administrative best practices to adapt to European standards of administrative space. Finally, it would not be excessive to say that their implementation should begin as soon as possible, but it can happen with the creation of an urgent center of expert administrative stafflevel, center which would be attached to the Government and would be in constant consultation with the academy graduate, which means with the faculty of public administration.

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