Mansur Boydaş Management Challenges In Government Sector
Mansur Boyda Management Challenges In Government Sector
By Mensur Boydas Vahdi Boydas Mansur Boyda
Management Challenges
The Minister was asked a series of questions about the management challenges in the government.
Janice Vervaeke is the manager of Supply Chain & Service Management in the Ministry of Natural Resources in Ontario.
Location of Position: Finance & Business Services Branch
INTERVIEW
I have been a manager in the Ontario Public Service (OPS) for 22 years. But prior to actually becoming a manager in the OPS back in the 1980s, I had gone to college. I took hotel and management courses in college, but recognizing that management required a lot more skills. I took a night course through local college in Ontario. Management Development program that I took on my own for two years period and other supervising courses.
I do. Problems from the perspective of requirement and keeping in planning for requirement, I am actually have developed a strategic recruitment plan for my section for our work load and have into place the what types of people I'm looking for, what types of skills, so I'm planning ahead for that. Recruitment challenge but also the other part of that planning ahead is re-skilling or re-training and building some competencies in our existing stuff. Because the work we do is changing, I need to make sure that we are able to respond to those changes.
I had some major problems. Organizational challenges that we have had in the organization range from major reorganizations where we have restructured them in office or branch, where some of those challenges might be relative to working with the stuff you except the change work with the change, and be a part of the change, as opposed to just resisting it so individual employee challenges, yes more from the perspective of;
- Employees aren't in the right position, doing a job they are not qualified for, results in performance problems. They think they are doing the job right but they are not.
- Insufficient skills, I work with the employee to find causes of problems.
If they are not qualified for the work, find some alternate work for them. Find them something where they can achieve. Be successfully based on their skills set.
Not diverse. I worked in diverse organizations in the past.
In 1998, I hired a woman to be a supervisor for the accounts payable section. A contentious hire from the perspective of somebody was filling the job for one year, when I advertised the job, I went through the recruitment process. The woman who was filling the job did not get the job. She was very qualified from technical skills but most importantly her people skills and her ability to relate to people to deal with all kinds of people. Now, She has leadership award, she is now senior manager in the OPS in Sudbury that equivalent to mine.
Adaptability, ability to think strategically and being flexible, very much people skills. I am not into hiring very technical skilled person, people skills and how they manage relationships are very important.
Non-productive members are teamed up with productive members and work with them to find solutions to make the more productive. I always coach them.
Find what their objectives are, asking questions, (Do you need leveling time?), training, giving them new assignments, or maybe they need some personal support whether through life coach. We have lots of dialogue in team.
-It could affect work performance
- Keep discussion focused on what do they need from me as a manager in order to help to their job.
- Do they need extra hour for their personal stuff?
- Do they need to go to employee systems program?
- I try not to get into their personal problems, only if it's affecting their performance.
- Offer them supports, time off and professional help.
10. To continue on working in OPS. I will move in the next couple of years moving in a director position. Working with the central agencies more, but this job really good for my career goals because I do have the opportunity to get involved in a diverse group of activities and workloads.
11. In financing services branch we are responsible for overseeing the financial controllership aspects of this ministry within this branch, there are different sections, management team meets weekly, talk about cross-section workload. With the other departments in the ministry, we do have specific committees, forms, and the executive form which is a business management form at executive level. At the management level more working groups involve somebody from the all divisions within the ministry and link through the divisions that way. One on one. Phone or face to face.
12. Depends on the situation. Who are the players at the table, if they were people on my team in any situation, if I'm the facilitator my focus really be to listen to everybody's positions and their opinions and about how to achieve the objective. Evaluate the options and apply the best. Look all of the options.
13. I am very adaptable to any situation. I've worked in a very diverse environment. Listen, observe, and depend on the people dynamics in the room. Not shy to speak up when I need to. If the situation allows for it I'd tend to seek out people and talk to the individually. One on one. Tend to ask a lot of questions.
14. Leadership in my team. Engage my team to take ownership of the objectives and what I do is facilitate the process. Work towards setting our priorities as a team, my responsibility from the perspective of our team work, directs them strategically under what government priorities are. Try to fit in those priorities.
15. It shows me. When I started in natural resources, I was doing some specific work relative to administration as a result that project got into procurement, contract management, I got asked to participate in things. I realized my strength is really in management. I pursued positions that I could use my strengths, it brought me here. Working in the public service is very much ally with my personal values. Helping others, being a service to others and volunteering and outlook on life.
16. Yes. Not fair to paint a brush of, man are more results driven whereas women tend to look at softer side and talk into account, all factors. I can be tough as males if I need to be. My management style, not because I'm a women, because of my values and beliefs and how I relate to people.
17. No obstacles. I had to work harder, smarter and probably be more ( do a lot more in order to get in this industry.
18. No. There might be more women now.
19.
Work hard, be really true to your values, yourself
Do not compromise yourself
Be prepared to take an extra assignments that might pop-up
Be a can do kind of person(It does make a difference)
20. Yes. I created this job. My director is very supportive. "What drove you to create this job?) It was, there was a whole in the relationship in managing our relationships between the ministry and our service providers, there was no continuity, consistency, and ther was nobody to go to be advocate on behalf of the administer, when we need services from our service providers.
21. Not more women. From the perspective of more diverse workplace and not just women, all diversities, all groups I believe that the hiring processes need to be more transparent with more independent oversight. So that somebody, people hire that are like themselves. Men hire men. Women hire women. When you look at some of the organizations, that's how it is. Skills are needed to be considered.
22. No. It's very much hierarchical organization. It needs to be in it.
23. Somebody that is: enthusiastic, asks lots of questions, always lets me know if they don't have anything to do, adaptable, can learn, able to volunteer, willing to set-up to the plate, can do kind of person.
24. Nom not really, more into Stephen Covey. About life strategies as proposed to organizational excellence. I read about understanding people as opposed to structures. People skills.
25. Yes, an employee despite my best efforts in trying to get them engaged and interested in their work and performing. Stay under the radar. Nobody notices me, everything will be fine. This is the tough part. I believe that we are being paid by the tax payers of ON to deliver for the tax payers of ON. My management styles not to work with stuff to achieve their and our organizational goals. If somebody is not preferred to do that, then I say my management hat kicks in. It's important for a manager to be fair to all stuff.
26. High level of integrity, very strong service values of providing the best possible service. Giving back to taxpayers. Admitting when I'm wrong. Be straightforward. Do the best.
Mensur Boydas
Vahdi Boydas
Mansur boydas
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