Assessment Task 1
Organizational
Goals
Each
organization has unique and specific goals that can be used qualitatively or
quantitatively. These objectives can then be sorted and selected as financial
and non-financial goals. The objectives are carried out by public sector
organizations that are different from the private sector. A prominent
difference is the goal to look for profit. In the private sector, efforts to
achieve profit or profit are maximized, while in the public sector not only to
achieve profit, but also in the framework of providing public services. Such as
education services, public health services, law enforcement, mass
transportation and so on.
Financing Sources
Public
sector differences with sectors or offices. In the form of capital management
or financing structure.
Accountability Pattern
Public
sector management accountability is different from the private sector.
Management in the private sector is responsible to the owners of the company
and creditors for the funds provided. In the public sector, management is
responsible to the community because of the source of funds provided by the
community.
Organizational Structure
In
general, public sector organizations also differ from the private sector.
Organizational structures in the public sector such as bureaucracy, rigidity
and hierarchy, while the organizational structure in the private sector is more
flexible.
Characteristics of the Budget and Stakeholders
Things
that are different from budget costs, at the community level will be used to be
criticized and discussed. A single budget is called a state secret. Unlike in
the private sector, where the budget in the private sector is closed and is a
company secret. Publics in public sector organizations have different meanings
than those called by private sector organizations.
Accounting Systems Used
Another
difference is the accounting system used. The accounting system commonly used
in the private sector is accrual accounting while in the public sector until
2014 it still uses a cash-based accounting system to accrual (Cash toward
Accrual). And later in full the public sector will use the accrual basis in
2015.
No
Difference in the Public Sector / Private / Commercial Sector Government
1
Purpose of a Non-Profit Organization Motif Profit Motive
2
Sources of Tax Funding, Retribution, Debt, Government Bonds, State Asset Sales, etc .; Donations, Grants
Internal financing: Own capital, retained earnings, sale of assets.
External
Financing: Bank debt, bonds, stock issuance.
3
Accountability of accountability to the public / community and parliament .Accountability
to shareholders and creditors
4
Structure of a bureaucratic organization, rigid and flexible hierarchy: flat,
pyramid, cross-functional, etc.
5
Characteristics of Open to Public Budget Closed to the public
6
Cash Based Towards Accrual Accounting System, in 2015 entirely using Accrual
Basis (Accrual Basis) Accrual Basis (Accural Basis)
Accounting
equations for the public sector and the private sector, among others:
1.
Both sectors, both the public sector and the private sector are integral parts
of the economic system, in a country and both use the same resources to achieve
organizational goals.
2.
Both face the same problem, namely the problem of scarcity of resources, so
that both the public sector and the private sector are required to use
organizational resources economically, efficiently and effectively.
3.
The process of management control, including financial management, is basically
the same in both sectors. Both sectors need reliable, relevant information to
carry out management functions (planning, organizing and controlling).
4.
In some cases, both sectors produce the same products, such as both engaged in
mass transportation, education, health, energy supply, and so on.
5.
Both sectors are bound by laws and other legal requirements.
Advertisements
Possible
stakeholders and their profiles (internal and / or external
Stakeholder
Analysis Private Sector Stakeholders Public Sector Stakeholders Stakeholders
Civil Society • Corporations and Businesses • Trade associations • Professional
bodies • Individual business leaders • Financial institutions • Ministers and
advisors (executives) • Civil servants and departments (bureaucrats) •
Parliamentarians elected • Court (judicial • Political party • Local government
/ council • Military • Quangos and commissions • International Agency (World
Bank, UN) • Media • Church / religion • Schools and universities • Social
vulnerabilities and advocacy groups • Trade unions • National NGOs •
international NGOs
Strategic
value and possible benefits for each stakeholder
1.
Implement and evaluate selected strategies effectively and efficiently.
2.
Evaluating performance, reviewing and reviewing the situation and making
various adjustments and corrections if there are irregularities in the
implementation of the strategy.
Always
update the strategies formulated to suit the development of the external
environment.
2.
Always review existing business strengths, weaknesses, opportunities and
threats.
3.
Always innovate products so that they are always in line with consumer tastes
Strategic
value and possible benefits for the organization
1.
As a framework for the implementation of short-term actions,
2.
As a means for management to be able to understand organizational strategies
more clearly, and
3.
As a tool to minimize the range of alternative strategies.
Communication
methods used (eg forums, functions etc.)
Code
of ethics or other legal requirements
•
Perspective of political communication studies. Government communication
studies are viewed based on several themes, namely the chief executive's
communication, the development of a permanent campaign, advertising and
government publicity. And also the structure and organization of government
communication and the development of news management strategies.
Perspective
of the study of public relations and organizational communication. Government
communication studies are viewed based on several themes, namely media
relations, issue management, development of professional profiles and
competencies, crisis communication, and public diplomacy. In addition, the
relationship between the government and the public, how the government and the
public evaluate performance through the concept of reputation and how
communication as the core of the organization's appearance influences the
quality of relationships and reputation.
Man
is needed for three strategic networks based on Individual and organization
conscious
choices and intentions of political leadership and other actors, and this
method is stated despite the formal structure;
b)
obstacles inherent in established traditions and cultures, because they have
developed over time, and
c)
dominant values and norms in the current environment, which influence the
possibility of what public organizations can do.
The
main strategic values are identified and discussed with the context of each
network
Networks include online and face-to-face networks with a variety of goals and
expectations
1.
The public and private sectors are both integral parts of an economic system in
a particular country and use the same Resources in achieving the stated goals.
2.
Both have the same problems, such as scarcity of resources, effective fund
efficiency, etc.
3.
Similarities in management control such as financial management.
4.
Using accurate data and information to help make strategic decisions.
Each communication method is identified and analyzed for its effectiveness.
Identify and describe legal requirements relevant to the public sector
environment (including OHS)
Participation.
Community involvement in making decisions either directly or indirectly through
representative institutions that can channel their aspirations. This
participation is built on the basis of freedom of association and speaking and
participating constructively.
b.
Rule of Law. Legal framework that is fair and implemented indiscriminately.
c.
Transparency. Transparency is built on the basis of freedom of information.
Information relating to public interests can be obtained directly by those in
need.
d.
Responsiveness. Public institutions must be fast and responsive in serving
stakeholders.
e.
Consensuss orientation. Oriented to the interests of the wider community.
f.
Equity. Every community has the same opportunity to obtain welfare and justice.
g.
Efficiency & effectiveness. Management of public resources is carried out
efficiently (efficiently) and effectively (effectively).
h.
Accountability. Accountability to the public for every activity carried out.
i.
Strategic vision. Government administrators and the public must have a vision
ahead.
Public
Sector and Private Sector Differences and Equality
Some
of the tasks and functions of the public sector can actually also be carried
out by the private sector, such as the task of producing several types of
public services, such as communication services, tax withdrawals, education,
public transportation, and so on. However, for certain tasks the existence of
the public sector cannot be replaced by the private sector, for example the function of government
bureaucracy. As a consequence, public sector accounting is in some ways
different from private sector accounting.
The
difference in the nature and characteristics of the public sector with the
private sector can be seen by comparing several things, namely: organizational
goals, funding sources, patterns of accountability, organizational structure,
budget characteristics, affected stakeholders, and the accounting system used.
1.
Organization goals
Judging
from its objectives, public sector organizations differ from the private
sector. The main difference lies in the purpose of making a profit. In the
private sector there is a goal to maximize profits, while in the public sector
is the provision of public services, and the provision of public services. But
even though the main purpose of the public sector is the provision of public
services, it does not mean that public sector organizations have no financial
purpose at all. Public sector organizations also have financial goals, but they
differ philosophically, conceptually and operationally with the profitability
of the private sector.
Assesment Task 2
Part A: Develop a Reference Document
The theme is three strategic networks in the public and private sector
Purpose and Purpose
In short, it can be stated that the public budget is a financial plan that states:
What is the cost for the plans made (expenditure / shopping);
How much and how to get money to fund the plan (income).
An Overview of the Strategic Network Proposed
The term "public sector" has a diverse understanding due to the extent of the public area, so that each discipline (economic, political, legal and social) has different perspectives and definitions. From an economic point of view, the public sector can be understood as an entity that has activities related to efforts to produce public goods and services in order to meet public needs and rights.
Expected Benefits and Results
o For Yourself
o For Organizations
1. Improve public services
2. Increasing the effectiveness of public servants, servants are on target.
3. Lowering the cost of public services due to the loss of inefficiencies and savings in the use of inputs.
Feeling Strategic Value
• Strategic planning is adaptable. Although planning is carried out for the long term, regular reviews and updates to determine progress and reassess the validation of the plan - based on strategic issues not covered by internal or external assessments - will make strategic planning flexible, and able to adapt. Thus plans can be renewed to make adjustments needed to respond to a changing environment and take advantage of opportunities or opportunities that are profitable. Strategic planning sets targets for performance (targets for performance), facilitates ways to check progress, and provides guidance or instructions for ongoing operational plans and budgets (budgets).
Main Stakeholders
There are several stakeholders, namely the community and community leaders, public major, institutions (apparatus), civil society institutions, universities, entrepreneurs, district governments, offices that directly supervise related projects
Communication and Strategy Methods
• Become a reactive agency in facing a changing situation.
• Manage resources for optimal results.
• Change its orientation to a future oriented institution.
Working in the Public Sector in Victoria (laws and protocols)
On the contrary, based on the views above, statistics show that the incidence of occupational diseases is lower among young workers than among older workers. This is not because young workers have greater resistance to occupational diseases. Young workers are actually more susceptible to occupational diseases because they are still developing, both physically and mentally, and result in them being more vulnerable to hazards from chemicals and other harmful substances. The incidence of lower occupational diseases among young workers is most likely due to occupational diseases often appearing only after the occurrence of cumulative exposure and / or latency periods. In addition, it is difficult to get accurate data about occupational diseases, and especially data on occupational diseases caused by exposure to hazards at work during youth
Major legal and policy requirements (including K3 requirements)
Characteristics of young workers: for example, varying levels of physical, cognitive and emotional maturity; relatively inexperienced; challenging behavior risks that often involve a high level of risk; lack of skills, training and K3 risk awareness and perception; social and interpersonal characteristics; and is in transition between school and work, as well as adolescence and adulthood.
• Nature of work: for example, scheduled work; part time job; and short-term, seasonal and on-call jobs.
• Characteristics of the workplace: for example, K3 steps taken, including K3 training and supervision, K3 culture and OSH management.
• Work characteristics: for example, work that describes physical, chemical, biological, mechanical and psychosocial risk factors
Main Principles
One of them is the 'Internet for Municipal Accountability' which applies to regions of Colombia that have improved citizen participation and transparency of public management and accountability through internet beneficiaries. The other is the 'Integrity Pact 5' which focuses on, one among the others, the openness of procedures for the procurement of public goods.
Interpersonal, group and inter-agency communication
o Conflict resolution in a strategic context
o Equal employment opportunities, principles of justice and diversity
inter communication
Main Principles
One of them is the 'Internet for Municipal
Accountability' which applies to regions of Colombia that have improved citizen
participation and transparency of public management and accountability through
internet beneficiaries. The other is the 'Integrity Pact 5' which focuses on,
one among the others, the openness of procedures for the procurement of public
goods.
Interpersonal, group and inter-agency
communication
o Conflict resolution in a strategic
context
o Equal employment opportunities,
principles of justice and diversity
International communication (International
Communications), namely the process of communication between nations and
countries. This communication is reflected in diplomacy and propaganda, and is
often associated with intercultural (inter-cultural) and inter-interracial
situations. International communication emphasizes more on the policies and
interests of a country with other countries related to economic, political,
defense, and others. According to Maletzke, intercultural communication focuses
more on sociological and anthropological realities, while international
communication examines more political reality. However, international
communication (international) is still a part of intercultural communication.
Further Resources
The public sector does not base decisions
on individual choices in the market, but collective choices in government where
collective (mass) demands of society will be conveyed through their
representatives. The drivers of the public sector are due to the need for
resources, such as clean water, electricity, security, health, education,
transportation, etc. which are the main reasons for the public sector to
provide it.
Part B: Establish and maintain networks
General Issues
Delegation and decentralization issues
revolve towards a balance between efficiency and risk. The organizational part
of the department related to spending always encourages the delegation of the
best procurement function and valuation bodies according to their needs, and
the speed of providing cheap costs through the procurement of goods and
services.
Important questions considered when
deciding on procurement of goods and services in a decentralized manner:
Is it more effective to develop a firm
producer of purchases and contract protection, or to encourage public managers
to be more careful in developing procedures and safeguards in accordance with
the goods and services needed
How to delegate procurement of goods and
services to work unit alignment when applying appropriate protection to prevent
abuse
The role of the procurement of goods and
services institutionalized by superiors in the context of accountability for
the procurement of goods and services that have been delegated
Degree of corruption risk and inefficiency
in the delegation stage of the cycle of procurement of goods and services
In general, three variables that determine
the degree of risk are:
Specificity
Market Structure
Transaction size and complexity
Maintain cohesiveness in the procurement
of goods and services
a. Area of Corruption
Corruption can occur in the procurement of
goods and services, especially in the following conditions:
The rules are unclear and not easily
accessible to the public
Bid documents are not good or a lot of
interpretation
The specifications and standards are not
clear and the maintenance of the contract is free
Under these conditions both the
procurement of goods and services and offers can corrupt the process of
procuring goods and services. The procurement unit for goods and services can:
Adjust specifications to provide benefits
to specialized suppliers or contractors
Limit information about offering
opportunities to only a few potential bidders
Affirming the importance of statements to
provide contracts with a single resource base
Providing a preferred offer of confidential
information than other offers
Disqualify potential suppliers through
improper prequalification or excessive bidding costs
Directly involved in collusion with other
offers or engagements to change the overall process
The bidders can take several actions to
change the bidding and outlining process, such as:
Collaborating between bidders to determine
the bid price
Conspiring to settle the rotation or
system, where the offer will not participate in the change, or deliberately
submit proposals that will not be accepted or technically inappropriate
International
efforts to ensure integration in the procurement of goods and services
Institution
of international lending, such as the United Nations, the World Bank, and ADP
contribute significantly to the eradication of corruption in the procurement of
goods and services. The general perspective on the procurement of goods and
services to the United Nations is to ensure that all employees procure goods
and services for public organizations to maintain standard integration can be
doubted in establishing a business relationship, both in and into the
organization that is hired, and not used by the organization for personal gain
Public
goods and services VS private goods and services
Public
goods are collective goods that must be controlled by public sector
organizations, not exclusive, and intended for the benefit of all citizens in a
broad scale. SWST goods are special items owned by the private sector, which
are exclusive and can only be enjoyed by individuals who can afford them
because their prices are adjusted denomination of market prices, with the
formula the seller must profit as big as luxury housing, villas, etc.
In
the collective half that is owned by private sector or owned by private joint
ventures and public sector organizations, it cannot be exclusive. Public sector
organizations must also determine the selling price, but usually not accessible
to the small people, such as private schools and public hospitals.
Service
Delivery
Public
goods or services can be contracted to the Swedish sector for example the use
of private contractors in the construction of airports or vice versa for
example government schools receive payments from parents in the form of service
charges.
The
private sector has a tendency to work more efficiently and effectively than the
public sector. This can happen because:
The
private sector has flexibility in resource management so that changes in market
demand can be responded to
Services
offer better service quality at lower prices for customers
Price
Standards
In
order to prepare the budget plan that will be ratified into a budget, the
public sector organization must capture the people's aspirations regarding
physical service needs (goods) and services. To compile the income and expenditure
budget, public sector organizations need price standards as a reference for
work units / service to regulate activities in the budget of income and
expenditure.
The
purpose and benefits of price standards
The
application of price standards will basically provide the following objectives
and benefits:
Avoid
spending that is not effective in achieving performance
The
creation of a normal standard price reference for goods and services that can
be used as references for existing work units in government organizations and
other public sector organizations
The
creation of more effective communication in budget preparation
Policy
on procurement of goods and services
The
organization has taken several initiatives to improve the organization of the
organization, including:
Regulatory
reform
Strategic
formulation of employee information or organizational membership
Organizational
regulation design to strengthen organizational financial management
Establishment
of an anti-corruption commission on the organization
Partnership
builder for organizational reform
B.
Public sector procurement system for goods and services
Legal
and regulatory framework for the procurement of goods and services:
a.
Procurement of public goods and services and the law
b.
Rule framework
c.
Use manual code
d.
Manuals and procedures
Bookkeeping
and Bid Evaluation
the
key to creating transparency and fairness is to open bids at the time and place
that have been determined, faced by all bidders or their representatives. Some
opening of public bids will reduce the risk that the bid will leak to
competitors, lost or manipulated.
Part
C: Reflection
Your
previous thoughts and perceptions about the relevance and efficacy of strategic
networks
Every change in your perception after maintaining the actual network
Learning and key development (skills, knowledge, perceptions or ideas) obtained
in the process
Difficulties / conflicts / problems faced and resolved
Develop
reference documents to build and use strategic networks
The goals and objectives of the use of strategic networks are established in
organizations and professionals
context
The selection of a strategic network is relevant and consistent with the stated
objectives
The main features of each network are described
Benefits expected for self and organization articulated
The strategic aspects of the network are formed by identifying strategic values
behind each
selected
network
The perceived benefits and strategic value are realistic and aligned with the
stated goals
Key holders identified and registered for each type of network
Differences are made between internal and external stakeholders based on their
specific roles and
needs
Each communication method is identified and analyzed for its effectiveness
Identify and describe legal requirements or policies related to the public
sector environment
(including
OHS)
Public sector laws and protocols are examined and articulated with appropriate
references
Further information resources are identified and registered
Establish three different types of networks for specific purposes
Participation requirements and conditions that are followed and completed
Create your own group, discussion or interaction and develop contacts in the
network
Communicating mutual benefits and expanding networks
Approaching and maintaining networks in accordance with communication
strategies and groups
communication
principle
Leading and developing consultations, negotiations, knowledge exchanges or
collaborations that are in line with
strategic
goals
Maintain trust, courtesy and respect with network members
Identify and create new opportunities for mutual benefit or improvement
Adopt a rational and logical approach to conflict resolution
Demonstrate key conflict resolution principles in dealing with conflicts and
misunderstandings
Train restraint and show understanding of diversity, gender and equal
opportunity problems
in
communication and interaction
Writing reflection papers that summarize previous and current experiences in
building and
maintain
a strategic network
Reflection paper covers the breadth of experience in this project and includes
key learning
These
are reflections related to strategic networks in the public and private
sectors.
The
change in political economic orientation to the public sector has led to the
need to build the public sector. This process must certainly include:
~
Industrial and economic redevelopment, with sector planning and planning
agreements that include child care, effective education, meeting minimum needs
with sufficient salaries, regional policies, and industrial democratization.
~
Democratization of the country, including control of national and regional
bodies, as well as government programs, such as national education and national
health.
~
Increased investment financed by increased production, redistribution of
expenditure and taxes.
In
order for this process to be implemented, an integrated strategy is needed. The
implementation of the restructuring and regeneration of community services is
very dependent on four conditions:
~
Workers and users participate fully, fundamentally change demand, take steps to
ensure implementation and policies, and prevent capital management rigidity.
~
Policies must be aimed at meeting the needs of society, developing new services
for the community, developing social relations from existing services, and not
repeating new order policy errors.
~
Policies must lead to commoditization and consumerization of equal services and
opportunities according to class, race and sex.
~
Strategies for ownership and control are used. The process of restructuring and
regeneration must ensure the sustainable development of these forms.
Based
on the conditions and scope of the development area, related issues can be proposed:
The
development of the public sector includes the utility, service and land
industries, and must include individual companies and organizations.
~
Focus on public control in macroeconomic policy.
~
Recognizing ownership as vital, although this is only one of a number of
tactics for restructuring and generating.
~
Focus on the vision of community service and democratization of control of
public organizations.
~
Strengthen the capacity and vision of local and regional public bodies to
develop existing initiatives.
~
Recognize and mobilize resources, expertise and ideas of labor movements.
~
An international perspective is needed to follow the globalization of services
and companies.
~
To recognize the range of requirements regarding human, technical and financial
resources for the development of ideas and innovation.
~
Changes in social relations, democratic control, and equality of opportunity in
the process of implementing quality programs and are very influential.
From
the above proposal it can be seen that the process of rebuilding the public
sector is focused on ownership strategies and controlling the form of service
organizations and market interventions. Therefore, the variables that need to
be considered are:
~
Changes in needs and demand
~
Economic change and sectoral classification
~
Changes in public spending and fiscal policy
~
Change in management's indigo
So
the range of governance strategies needed include:
~
Determination of immediate priorities and goals.
~
Supervision of implementation and impact analysis.
~
Assuring convincing fundamental structural changes.
The
variety of community service organizations requires different institutional
models from one another. So, the description of the above strategies to each
area can be described as follows:
~
Utility industries, such as gas, water, electricity and oil.
~
National services, such as health and education.
~
Public transportation, both national and local routes.
~
Basic industries and manufacturing companies.
~
Financial services.
~
Land and development.
~
Other natural resources.
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