Smart management, governance co-produced by political and administrative actors, anticipating scenarios, stabbing economic policy, investment in the sector of health and scientific research, efficient coordination between all the stakeholders of society... And many other factors, which can drive an administrative performance in time of crisis.
Successful administrative culture... Utilizing unique survey data and interviews in nineteen EU member states, this book treats civil protection and crisis management as crucial cases for investigating which factors—such as trust, public-administration culture, and public-administration structure—facilitate or hinder effective EU cooperation. In addition to investigating the main divides and unifying patterns of cooperation that exist among the EU member states, the authors combine knowledge from crisis management studies together with insights from public and social capital studies to examine to what extent so-called ‘software factors’, such as culture, trust, and norms, matter for achieving effective civil protection cooperation and crisis management.... Widmalm, S., Parker, C. F., & Persson, T. (2019). Civil protection cooperation in the European Union: How trust and administrative culture matter for crisis management. Springer.
Different arguments... In this article, we investigate whether differences in social trust and impartial public administration have an impact on public confidence in EU crisis management institutions. Our assessment is based on a cross‐country comparison using aggregate country‐level data of the member states in the European Union. Earlier studies on the EU as a crisis manager have not carefully studied to what extent differences in social trust and administrative culture may or may not matter. Our analysis shows that in countries where citizens are treated impartially by their own national public administration institutions, people are less likely to support EU ‐coordinated civil protection efforts. In contrast, in places where citizens perceive their government's treatment of them as partial and unfair, citizens will tend to support EU ‐coordinated civil protection.... Persson, T., Parker, C. F., & Widmalm, S. (2017). Social trust, impartial administration and public confidence in EU crisis management institutions. Public Administration, 95(1), 97-114.
Strategic leadership entails strategic planning, organizing and controls
In my opinion, I think any success in leadership depends with the political will of the person leading a government. Without the political will to implement certain policies or to make sure that certain unethical practices don't see the light of the day, there won't be any success. So I will conclude by saying, it needs a clear consulted trajectory and political will to make sure that everything is done to follow the trajectory and achieve the intended goals.
Yes Uchendu Eugene Chigbu, I agree with you, economic reform is a necessity. That it should be as in-depth as it is meaningful.
Thank you D A Gayan Nayanajith for sharing these relevant findings.
I would like to add that the good and smart management of a state's resources, and the transparency in administrations and institutions also stimulates social trust, especially in times of crisis. Why? Because it is in times of crisis that citizens ask themselves about their lifestyle, their consumption, and their involvement in social, societal and political life.
Yes Adeyemi Oluwole I fully agree with you, strategic leadership involves strategic planning as well as vertical and horizontal coordination with all the stakeholders of society.
Governance co-produced by political and administrative actors, Smart management, successful administrative performance, social trust, strategic leadership... As our colleague Harris Maduku said, without political will it is not possible to implement the right public policies and ensure that these theoretical terms take place.
Smart Management, Transparency at all levels, Mutual Contribution & Cooperation, Accessibility, Transparent & Vibrant Political System, Good & Easy Governance, Public Participation, Abundant Availability of Public Funds, Welfare Initiatives, able administrative setup and etc., etc. are some of the main elements that are mostly responsible for the successful management and smart management of the administration during any crisis time.
As to the successful administration joining with the Management ,I have expressed my views some years back which I submit herewith for your kind perusal
Management is a compass for the organization .Management works in time ,system ,methods as per the organization chart to carry out the function of the management .Responsibility of the management is very significant as the efficiency & effectiveness of the management rest on the fortune of the company .
In order to make the function of management more realistic with the permanent ship & if any changes is needed it should in corporate where in time for which it should be represented in company manual ,this may also work as a guideline for the New comer in the board management after the retirement .
It is the administration which remains as a pillar of organisation .Administrative activities are carry as per the organisation chart but ultimately responsibility for carrying out the function of the organisation rest with the administration .
The categories of administrative function are shortly summaries as follows
1 PLANNING
2 PRODUCTION
3 QUALITY CONTROL
4 STORE MANAGEMENT
5 FINANCE
6 SALES & MARKETING
7 INTERNAL AUDIT
8 PERSONNEL MANAGEMENT
9 H.R.D
10 LABOR FORCE
The success of respective units depend on the professional administrative management which remains the working force for the fortune of the company .
This is my opinion
Exactly Nasir Ahmad Ganaie , Thanks a lot for your comment and contribution.
Rohit Manilal Parikh , I agree with this approach with regard to management, even if it concerns the company as an organisational entity. But we can deduce from this how an administration can be efficient and successful, even in the public sector, or by considering a State as an organisational entity.
Thanks for your kindness and support.
At times of crises, organizational systems that are strictly profit-driven often fail to materialize the intended goals because they totally ignore the best interests of their people. Indeed during such times, carefully planned economic protocols by political and administrative actors can function successfully if aggressive competition is replaced by efficient cooperation between the state decision makers and the public sectors.
Smart leadership,Coordination between team members, loyality and transparancy are 4 pillors for success.
I completely agree with you Reza Biria. Effective cooperation between state decision-makers and public sectors is among the keys to a state's success in times of crisis. This leads to the effective implementation of economic protocols, which are of course in favour of the human being, the citizen and the country's economy.
Yes, I couldn't agree more with you, Syed Amir Gilani. Loyalty is such an important factor.
Yo have proposed following actions at the time of crisis
Smart management,
governance co-produced by political and administrative actors,
anticipating scenarios,
stabbing economic policy,
investment in the sector of health and scientific research,
efficient coordination between all the stakeholders of society.
The bureaucrats run the policies of government and sudden change is not possible in bureaucratic structure. so Smart management is a dream in countries where administrative services support the elected governments. Bureaucrats work as per rule books. Only way is that elected government can constitute an apex body to analyse the crisis, recommend the actions and monitor the action. They must review the strategy regularly and make the changes based on the additional input. Political actors are usually with the backgrounds where scientific thinking is almost missing specifically in developing countries. Also about fifty percent administrative actors are from Arts and Commerce backgrounds. Crisis like COVID 19 needs interdisciplinary approach using multidisciplinary team consisting of members from medical, biotechnological, virological and sociological background. This team will be able to anticipate the scenario and make appropriate policies and guidelines which can be followed by the political and administrative bodies. Economical policy has to have human touch.During crisis like COVID 19 , it is not possible to penalize the tax payers with very high extra taxes. Rather, creating awareness and providing benefits to tax payers in case of COVID 19 cases in their families may encourage voluntary donation and then surcharges can be taken.
Investment in the sector of health and scientific research should be a continuous process as adhoc arrangement will not produce passionate scientists and researchers. There must be a policy for continuous researches in health and medicine and some national prestigious awards should be introduced at national level equivalent to gallantry awards and awards similar to Bharat Ratna award in India.
Efficient coordination between all stakeholders of the society depends on trust. trust building takes time. Hence, there must be a platform to share the views of various stockholders to create an environment of trust. this will develop and climate for efficient coordination among all the stakeholders not only to handle the crisis like COVID 19 pandemic but also to support the development, research, infrastructure, collaborative approach in various social, economical, political and scientific fields. This will result in a core team to handle any crisis and lead the country to higher growth and prosperity. … Read more
The personality of the leader is an important factor that reflects on the performance of the organization, and then on the management of the crisis. The leader's adherence to a certain behavior inevitably includes the performance and satisfaction of the workers so that it directly affects the effectiveness of the organization and depending on the nature of the crisis being an opportunity or a threat, and the leaders of organizations and managers may resort to changing their behavior between a central and decentralized behavior to manage the crisis, as it resorts to the first type when the causes of the crisis are Internal, but when the organization's ability to control external factors weakens, the leader resorts to (decentralization), because the crisis began outside the organization, so the leader needs information about the crisis and it is normal for him to resort to middle and executive management in it, and thus (decentralization) is a preferred method for such Status.
In my opinion, the best results will have companies with enterprising management and responsible, qualified and motivated staff.
Crises, especially epidemics, need an approach based on an interdisciplinary team with members with expertise in different fields. This team would be able to anticipate the scenario and develop appropriate policies that can be followed by political and administrative authorities. So, I fully agree with you Krishna Murari .
But this does not spare government administrations from trying to predict scenarios from an economic, political and social point of view.
Concerning investment in the health sector and scientific research, it is true that this must be a continuous and financially sustainable research policy. However, if not, I personally think that the period of crisis is an opportunity that should be exploited to reconsider the situation and to increase the level of investment.
Of course, trust and transparency are indispensable prerequisites.
Thank you a lot for your contribution.
Indeed, the participation of non-decision-making organizational actors in strategy formation or so-called decentralization is a privileged approach in strategic management in the crisis period.
This requires the involvement of experts in different disciplines ( medical, microbiological, biotechnological, financial...)
Thank you for your comment Adil Wazni
Dear Petya Atanasova ,
Leadership qualities are also important, but sometimes external factors are highly challenging and have more control over the situation.
Dear Marwa Khouya,
I agree with you, competencies and taking a reasonable risk are a prerequisite for success. Of course, trust and transparency are prerequisites. I also agree with Krishna Murari.
Dear MArwa Khouya,
Thank you for your view on my reply. I want to add that focus on interrelated leadership style with appropriate characteristics of Authentic Transformational Servant leadership style where transformational aspects are supported by qualities of a servant leader like empathy, well being of people, respect to others' views, foresightedness and community building will be more appropriate for a country and an organization during crisis.
Dear Krishna Murari , I completely agree with you.
I sincerely thank you for your enriching contribution. I thank you for your kindness and your willingness to share and discuss.
Best regards.
Dear Petya Atanasova , Thank you a lot for your comment and your contribution.
Obviously Md. Abdur Razzak Choudhury , trust and transparency are indispensable factors regarding management to overcome crises.
Thank you a lot for your contribution.
Collaborative leadership is a key factor in organizational success in crisis. Requires a new notion of power- the more power we share, the more power we could use.
Effectively Harasit Kumar Paul ,Collaborative leadership is a new vision very essential to a common know-how, since it promotes the mobilization and empowerment of individuals within teams, programs, units and organizations.
And it is a smart practice for management in times of crisis.
Thank you for your contribution.
Petya Atanasova D A Gayan Nayanajith Krishna Murari Adil Wazni
Great answers!
Determination and self-motivation are the key!!!
Have a die-hard personality.
Absolutely Dear Omkar Singh Kushwaha , Thank you for your contribution and support.
The results of tests for group differences and regression analyses demonstrate that administrations that were structurally prepared, learned during preceding crises, and that displayed a high quality in their network cooperation with other administrations and with the civil society, on average, performed significantly better in the respective crises.
https://www.researchgate.net/publication/343528759_What_Drives_Successful_Administrative_Performance_During_Crises_Lessons_from_Refugee_Migration_and_the_Covid-19_Pandemic
https://www.gartner.com/smarterwithgartner/4-actions-to-be-a-good-leader-during-covid-19-disruption/
https://www.corporatelearningnetwork.com/leadership-management/articles/leadership-during-crisis
Article What Drives Successful Administrative Performance During Cri...
Article What Drives Successful Administrative Performance During Cri...
Marwa Khouya
Dear Researcher,
In India, I have seen that successful administrative performance during crisis depends on understanding the true requirements of the administered. Most of the time during the process of designing the administrative policies, we need to understand the purposes for which the policy is getting designed and then before implementing it, we need to understand the problems that may arise while doing so and consider the various ways of overcoming those problems.
During the crisis, when an administrative policy has been designed, we need to remember that there is a reason for appointing educated people for implementing it. If we are to follow what has been written in the rule book only, then we can have robots instead of educated people during implementation of the policy. The educated people are expected to use their sense of judgement to decide when to drift from the rule book and by how much. This is very important. Such periodical drifting provides the policy with a human face. When a policy has a human face and human touch in it, then people try to follow it. Thus it becomes successful. This leads to successful administrative performance in time of crisis.
Thank you.
Best regards,
Anamitra.
Dear Marwa Khouya it is important to enhance the sustainability criteria in recovery efforts at small and medium scale initiatives, focusing on potential changes in production models and consumer behaviors through lower levels of governance. The cities and local communities are necessarily responsible for introducing and encouraging sustainable initiatives as they play a role in relevant spheres of policy like housing and household energy consumption, transport, regulations and infrastructure, land use, and urban planning or waste disposal, among others. Kind regards, Ernani
Dear Faraed Salman , I completely agree with your perception. Thank you for the shared references and for your contribution.
Best regards!
In my opinion, the key is to improve institutional systems allowing for an increase in the scale of effectiveness of organizations and cooperation between people. In addition, for effective administrative operation during a crisis, an important issue is the development of computerized systems enabling the coordination of the activities of public institutions and economic entities as well as the applied crisis management systems and pandemic risk management.
Regards,
Dariusz Prokopowicz