Public sector reforms

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Problem definition

            Long queues are a result of customer service disorganization. As illustrated in the case study, customers show up for service at the wrong times. Majority of the motorists visit the office for services during the early morning when the office is being opened, lunch hour when the staff has gone for lunch and late in the evening when the office is being closed. As a result customer service delivery has been unsatisfactory.

Communication systems are inefficient. This is illustrated by the customer’s failure to read the information send to them by the CSC staff. As a result customers are not able to present the required paperwork for service and therefore end up not being served as required.

Bureaucracy in the office has resulted into poor customer relations. The employees’ reaction to obnoxious customers is not professional and this has resulted into unnecessary exchanges between the staff and the customers.

Description and analyses of alternatives

            According to Loffler & Bovaird (2009), modernization of public systems by introduction of more efficient methods is the key to success of strategic management in the public offices. In order to ensure customer satisfaction, efficient methods of customer service should be developed within the CSC systems (Theodore, 2010 & Kevin, 2009).

The role of government agencies is to serve the citizens (Rimington, 2009). Understanding customer behavior in every business is important for strategic management (Theodore, 2010 & Kevin, 2009). As illustrated in the case study, customer satisfaction is not achieved in CSC.  The main problem is the customer arrival time for services. In order to ensure customers are served at all the times, the first alternative is to introduce shifts among the staff during the morning and lunch hours. This technique has worked for banks and other private sectors (Solomon, 2009). In this method, some employees will be left to go for their lunch earlier or later than the normal hours. It will also ensure arrival time is alternated among the customer service staff in the morning. This will ensure that motorists and customers who form long queues at these hours are served.

In order to reduce staff-customer conflicts, in-service training to the customer service staff will be offered as it is in the private sector. This will ensure customers are treated and handled professionally regardless of their level of arrogance (Theodore, 2010).

Introduction of mobile information integrated system will ensure that customers get alerted of the CSC mails. This will ensure that the customers read their mails and confusion during the license renewal process will be reduced.

Explanation of the preferred alternatives

            According to Ilcan (2009), the world is witnessing a revolution on the way people think and practice their responsibilities. In order to succeed in public sector therefore, the employees should be mobilized to take more responsibilities (Ilcan, 2009). It is therefore justified for shift technique adoption in CSC as the customer satisfaction will be achieved.

Adherence to strict and bureaucratic regulations by the government agencies, including CSC, is the result of lack of innovation in the public sector (Otto & Nick, 2007). The use of mobile integrated systems in the CSC will improve the agency’s communication with the customer hence service delivery will be improved.

In order to ensure bureaucracy is fought to its ultimate roots, training of the personnel on the novel customer relations is vital (Kevin, 2009). Dynamism and flexibility which is the key to success in the private sector will therefore be enhanced (Otto & Nick, 2007) in CSC.





Ilcan, S. (2009). Privatizing Responsibility: Public Sector Reform under Neoliberal                        Government. Canadian Sociological Association, 46(3), 207-234.

Kevin, C. (2009). Information and Knowledge Management in Public Sector Networks: The        Case of US Intelligence Community. International Journal of Public Administration,     32(14), 1219-1267

Loffler, E. & Borvaid, A. (2009). Public Management and Governance. Retrieved on       February 22, 2011 from               ic+management&hl=en&ei=7pFkTaOdNYff4gb_mszEBg&sa=X&oi=book_result&ct            =result&resnum=4&ved=0CDUQ6AEwAw#v=onepage&q&f=false

Otto, P. & Nick, T. (2007). Innovation in the public sector: Key features influencing the                development and implementation of technologically innovative public sector services in the UK, Denmark, Finland and Estonia. Information Polity, 12, 109–125.

Rimington, J. (2009). Public Management and Administration: a Need for Evolution. The             Political Quarterly, 80 (4), 562-568.

Solomon, M. (2009). Consumer Behavior: Buying, having and being. The University of     Wisconsin – Madison: Prentice Hall

Theodore, P. (2010). The Future of Strategic Planning in the Public Sector: Linking Strategic        Management and Performance. Public Administration Review, 70, 246-254.


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