Operative management effectiveness in administrative units

Operativni manager ima v javnem sektorju podobne funkcije kot operativni manager v privatnem, vendar pa je dejstvo, da se mora operativni manager v javnem sektorju prilagajati drugačnemu (administrativnemu) okolju kakor manager v tržnem okolju. Če pogledamo okolje javnega sektorja, lahko ugotovimo, da je bolj kompleksno in vsiljuje bolj heterogene cilje (politične, socialne, ekonomske), ki si pogosto med seboj tudi nasprotujejo. Zaradi mnogovrstnost ciljev je tudi težje meriti uspešnost javnih podjetij. Brez dvoma lahko rečemo, da za uspešnega managerja v javni upravi velja oseba, ki ne sprejema samo predpisov kot takih, ampak o njih dvomi v tem pomenu, da želi procese nenehno izboljševati. Operativni managerji v upravnih enotah morajo dovolj pozornosti posvetiti predvsem medsebojni komunikaciji in boljšemu informiranju zaposlenih, njihovo vključevanje v odločanje, ustrezno delegiranje pristojnosti in odgovornosti in oblikovanje delovnih skupin in projektnih timov. Ti elementi zelo vplivajo na vedenje drugih javnih uslužbencev in so ključni za uvajanje sprememb. Managerji vse bolj postajajo generalisti, medtem ko lahko rečemo, da so njihovi podrejeni specialisti. Značilno za operativne managerje je, da so strokovnjaki na področju, ki ga vodijo, kar pomeni, da so hkrati operativci in kreativci v istem procesnem ciklusu. Magistrska naloga skuša podati odgovore o uspešnosti operativnega managementa v obravnavanih upravnih enotah. Opredelili smo se na gorenjsko regijo in v samo raziskavo zajeli sedem upravnih enot. Operativni management, ki je bil preko raziskovanega vzorca vključen v anketo, je zajemal vodje oddelkov, referatov in služb. V teoretičnem delu magistrske naloge smo proučili teoretična in empirična spoznanja v domači in tuji literaturi s področja operativnega managementa ter posamezne vplive na uspešnost njegovega delovanja, ki se refleksirajo predvsem iz uspešnosti opravljanja posameznih managerskih funkcij (planiranja, organiziranja, vodenja in kontroliranja). Te funkcije smo v nadaljevanju razširili še na odločanje, zagotavljanje managerjev, motiviranje, komuniciranje, informiranje in koordiniranje. Naloga raziskave je bila preko stališč operativnega managementa (do segmentov v okviru vodenja in upravljanja v upravni enoti, motiviranosti kadrov, okolja upravne enote, podpore operativnemu managementu, vloge operativnega managementa pri opravljanju funkcij dela in kakovosti in računalništva v povezavi z managementom) ugotoviti uspešnost samega operativnega managementa v upravnih enotah. Na osnovi dobljenih rezultatov so podani predlogi za izboljšanje stanja oziroma predlagani ustrezni ukrepi, ki naj vodijo operativni management pri opravljanju njegovega poslanstva. Z raziskavo želimo opozoriti ključne akterje v upravnih enotah na pomen uspešnosti operativnega managementa in na njene posledice tako za ravnanje uslužbencev upravnih enot kot tudi za uspešnost upravne enote kot celote.Functions of an operations manager in public sector are similar to those of an operations manager in private sector. However, the former has to adapt to a different (administrative) environment when compared to the market environment the latter has to adapt to. The environment of the public sector is more complex and it imposes more heterogeneous objectives (political, social, and economic) that are often contradictory. Due to the diversity of objectives, the performance of public companies is more difficult to measure. It can undoubtedly be said that a successful public administration manager is someone who does not embrace the regulations as such but someone who has doubts about these regulations in the sense that s/he wants to constantly improve the procedures. Operations managers in administrative units need to focus their attention to communication and better provision of information to employees, to their involvement in decision-making, to the delegation of duties and responsibilities as well as to the formation of working groups and project teams. It is these things that affect the behaviour of other public officials in administrative units, and that are the key to the introduction of changes. Managers are becoming generalists, while their subordinates are specialists. It is a characteristic of operations managers that they are experts in the field they are running, which means that they are both doers and thinkers in the process. This MA thesis is trying to give some answers on the performance of the operations management in the discussed administrative units. The focus was placed on the Gorenjska region, where seven administrative units were included in the research. Operations managers who filled in the questionnaire were head of departments, sections and services. The theoretical part of the thesis studies theoretical and empirical findings in the Slovenian and foreign literature dealing with operations management. It also deals with individual influences on the performance of the operations management reflected in the performance of individual managerial functions (planning, organizing, leading and controlling), which were extended to (decision-making, provision of managers, motivating, communicating, providing of information and coordinating). The objective of the research was to assess the performance of the operations management in the administrative units, which was carried out on the basis of the operations management\u27s opinion about the leading and managing of the administrative unit, the employee motivation, the administrative unit\u27s environment, the operations management\u27s support, the role of the operations management in the performance of functions of work and quality, and about the use of computers in relation to management. On the basis of the acquired results, suggestions for improvements were made, i.e. appropriate measures that should guide the operations management in the realization of their mission. The objective of the research is to draw attention of the key players in administrative units to the importance of the operations management\u27s performance and its consequences on the performance of employees within the units as well as on the performance of units as such