CERTIFICATE PROGRAMME
MMDAs AS ORGANISATIONS
SIMON BOKOR
ILGS
21ST JULY 2014
Objectives
• Examine the conceptual framework for
‘organisation’ and how it relates to MMDAs
• Compare and contrast similarities and
dissimilarities of public and private
organisations
• Look at how MMDAs reflect organisational
characteristics and behaviour
The concept of ‘organisation’
• What is to organize?
• Demonstrate by misspelled word:
ograinastino
• Can you make sense of it? Why?
• Why organize?
What is an Organisation?
• A social unit of people that is structured and
managed to meet a need or to pursue collective
goals.
• All organizations have a management structure
that determines relationships between the
different activities and the members, and
subdivides and assigns roles, responsibilities,
and authority to carry out different tasks.
• Defined as a specific arrangement of
structure, people, task and techniques.
• This constitutes the internal environment of
the organisation
• Structure refers to the form of department,
hierarchy and committees.
• People refers to the skills, attitudes and social
interaction of those who work in the
organization.
• Task refers to the goals of the individual and
the organization and
• Techniques refers to the methodical approach
used in processing input to output.
Organisation as a System
• They are open systems--- they affect and are
affected by their environment.
• They have internal environment, receive input
from the external environment, process it and
send back to the external environment.
• The internal environment of the organization
in itself is also a system.
• There is a symbiotic relationship between the
organization and its external environment.
• The organization must be in congruence with
the external environment otherwise it faces
what is called organizational enthropy.
Brainstorm
• What are the inputs from the external
environment?
• What are the outputs to the external
environment?
Formal and Informal Organizations
• Fomal/Structured
• Written code, rigid, roles, who, communication,
etc clearly defined
• Informal/Unstructured
• Exists within the formal organisation. It is a
network of personal and social relationships
Differences
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Formed by Whom?
Rules and Regulations
Duties and Responsibilities
Objectives or Goals
Stability
Organisation Chart
Superior-Subordinate Relationship
Benefits
Types of organization
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Public
Private
Quasi-Public
Non-Governmental Organisation
Civil Society Organisation
Public and Private Organisation
Compared
• Goal/Objectives: Profit motive vrs public
goods. Clear goals vrs diffused goals of the
public organisation
• Ownership: Public vrs selected individuals
(shareholders)
• Capitalisation:Taxation vrs shareholders
capital
• Politics and Political influence: Political
environment and decisions drive public
organizations
• Structure: More hierarchical in the public
sector.
• Products (goods and services)
Private Good:An item of consumption that, if
used by one party, may not be available for
others, such as food and clothing – buy from
the market or store
Public Good
• An item whose consumption is not decided by
the individual consumer but by society as a
whole, and which is financed by taxation. A public
good (or service) may be consumed without
reducing the amount available for others, and
cannot be withheld from those who do not pay
for it.
• No market exists for such goods, and they are
provided to everyone by governments.
• Recruitment: Merit system, long process in
the public organisation but swift in the private
sector
• Security of tenure (more assured than the
private sector) Hire and fire very rapid in the
private sector. Public sector has a long
procedure
• Performance Measurement (Effectiveness
and Efficiency). More profound in the private
sector because of reliable profit motive
• Accountability:
Diffused in the public sector
– who is directly responsible?
• Accountability to who? In the private sector it is
primarily the shareholders who are easily
identified.
• Decision Making Process: More hierarchical,
bureaucratic and delayed in the public sector
• Customer orientation: More responsiveness
in the private organisation
Changing Roles
• Public sector adopting some private sector
practices e.g. strategic management,
performance contract, learning management
practices, contracting out aspects of its
traditional activities to private sector, public
private partnerships, etc.
• Private sector is carrying out traditional public
activities through PPP. Another example is in
the area of social responsibility where private
sector provides public goods. (Any examples in
your district?)
Question
• What happens when private sector provides
public goods? E.g. education, health, housing,
etc?
Answer
• The public organisation to create the enabling
environment through modernizing laws,
regulatory/intitutional framework, simplified
procedures, enforcement, incentives, etc.
Group Discussion
• What should be the relationship between the
public organization and the private sector?
Individual Question
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Identify features of MMDAs considering:
Internal environment
External environment
Inputs
Outputs
Assignments
• What differentiates MMDAs from Private
Organisations and Civil Society Organisations?
• What are the goals of MMDAs? Can they
really function without other external
stakeholders and organizations? Justify.
End
• Thank you