Department of Budget and Management

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Bryon made a typical illustration of the level of power or interest that internal or external stakeholders may have and that could have an impact on my mission. For the purpose of this assignment, I will analyze four stakeholders representing two internal stakeholders and two external stakeholders. For each stakeholder, I will identify and explain the power level and the interest level of each stakeholder to show how powerful the stakeholder is, and how much this particular stakeholder influences my mission. I will use the Baryon’s power interest grid to illustrate my analysis.

The four stakeholders are made of the following: The Secretary of the Maryland Department of Health and Mental Hygiene DIM): He is considered to be an internal stakeholder, The Deputy executive of the Office of finance: Internal stakeholder, The Director of the Maryland Department of Budget and Management: External stakeholder, and The staff for the Center for Medicare and Medicaid (SMS): External stakeholder. 1- The Secretary of Maryland Department of Health and Mental Hygiene (DIM) The Secretary is the most powerful person in the department.

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I was appointed by him and I have the duty and the obligation to serve. Report to the secretary directly and he relies on the work that I perform to issue any report to his stakeholders. The secretary reviews my work and he can take a disciplinary action against me at any time. The secretary has a position of high power and high interest on anything that do. 2- The Deputy executive of the Office of finance: Internal stakeholder The deputy is under my supervision; I review and I approve the deputy work. I must be briefed on any major decision that he may take.

The deputy duties at the office of finance are very important. I rely on the deputy in order to provide timely and accurate information to the Secretary of Health. The deputy supervises and provides supports to lower position staff. Even though I am in charge of the office of finance, the deputy serves as the bridge between lower level staff and the executive director. He has a position of high power, but lower interest. 3- The Director of the Maryland Department of Budget and Management There is a permanent communication between me and the director of the department of Budget and Management (DB).

The director of the department of budget collects information about current Medicaid and Medicare expenditures in order to forecast the budget. For accuracy purpose, any information that is provided to any external stakeholder is reviewed several mimes in order to avoid misleading the users. If misleading information are provided to the director of DB, it could cause the Secretary of DIM to take a disciplinary action against me. The Director of DB has a high power role, but a low interest on preparation of the report that he receives from my office. – The staff for the Center for Medicare and Medicaid: External stakeholder On an ongoing basis, the Center for Medicaid and Medicare (SMS) performs a high quality review of the report that is submitted to the federal government, in order to claim the reimbursement of expenditures incurred and paid during the erred by the State. The SMS must approve any claim submitted to the Federal government. Any error or omission found in the report by the team of SMS must be corrected. The Center for Medicare and Medicaid holds a high power and a high interest on what we do.

Section II: Development of goals and objectives The change of leadership in an organization could lead to a conflict between the new manager and his staff, or it can lead to a frustration or fear among employees. As the new executive of the Office of Finance, I am going to focus on four goals that will lead to positive outcomes for the office and the entire apartment. As of now, I am setting two immediate goals: The first goal will consist of communicating changes to my staff, and my second goal will consist of assigning responsibilities and authorities to my staff through delegation and empowerment.

In an intermediate term, I will also ensure that my staffs adopt a culture of ethic, and finally my fourth goal will be to conduct process training in order to update my staff skills. 1- Communicating changes to my staff In an organization, change is always present, change happens every day. Employees are often afraid of change, and it is important for the manager o know how to communicate those changes. A manager can overcome employees’ fear of changes with good communication. Change is a process, and communication is a process as well.

When communicating changes we need to focus on the transition process and the milestone of the changes so that employees understand that the change is not an arbitrary switch, but it is a procedure that the manager is following that will lead him to a goal at the end. When communicating changes to employees, it is very important to understand how they are going to feel. Employees may perceive change as some type of loss; employees feel like the manager is going to take something away from them.

I will need to focus on how the changes are going to benefit my staff, and that will allow them to open up and adapt to the changes quickly. According to Wheaten and Cameron (Developing Management Skills), to communicate changes, I must: Communicate the changes early and communicate often Focus on the why and the how: Here is where I will explain why the change is made and how things going to change and how it will impact the employees. Will need to be creative and flexible. Ill need to look to efficient and creative ways to send the message out. The objectives to this communication will be to create a team work, to have motivated employees, and to ensure that employees are professionals. 2- Delegation and Empowerment One of the most effective tools a manager can use to fulfill its responsibility and to allow others to contribute is delegation and empowerment. Some managers may think that delegation and empowerment are two different things; in fact both lead to the same goals.

Delegation and empowerment are two wins over continuum that leverages resources, develops others, and allows co-workers to contribute. The objectives of a good delegation is to increase the discretionary mime, to develop the knowledge and the capabilities of the staff, to demonstrate to staff that they can be trusted, and to enhance efficiency and timeliness of decisions. 3- Creating a culture of ethics Ethical problems are inevitable in all level of an organization. Ethics is something that we learn throughout our life.

As an executive, I have the responsibility to set the good example and to reflect the Department of Health and Mental Hygiene expectations. Ethics is always two ways. Employees who have a strong ethics in their personal and their professional life do not need to be trained on ethics. However, employees for whom ethics is a growing problem need to be reminded and trained on ethics. Ethics helps a lot in effective productivity as well as a great balance of responsibilities in personal and professional front.

Some of the common elements of ethics include: Punctuality, responsibility, integrity, loyalty, team work, positive attitude, and professionalism. Scheduling ethics training session for employees will be my intermediate term goal. The objective of training employees on ethics will be to avoid scandals, create teamwork and a professional work place, and increase employees morale and responsibilities. 4- Conducting process training As a new executive, one of my priorities will consist of evaluating the needs for my staff for training, and then I will implement training programs.

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Department of Budget and Management. (2018, May 30). Retrieved from

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