Read the case study and answer the questions Managing human resources in complex and dynamic political contexts Mpho Modisane had just been appointed, Chief Executive Officer (CEO) of the Government Communication and Information System (GCIS). Her appointment in the public service came at a time when fundamental strides have already been made in transforming the system of state administration in South Africa. The current system of state administration, which was approved by Cabinet in 1996, is ingratiated in the notion of managerialism. The managerial system of state administration, in juxtaposition with the traditional model of public administration, puts more emphasis on institutional outcomes than bureaucratic procedures and regulations. It is aimed at achieving a more dynamic, efficient, effective, economic and responsive public service system through the decentralisation of responsibilities, delegation of authority, innovation in the delivery of public services and accountability for performance. The Public Service Laws Amendment Act 47 of 1997 legitimated this new model for state administration, which introduces a much more decentralised management system in the public service. The roles of the ministers in this regard are to: Provide political leadership with regard to the vision and policy direction of their departments Ensure that goverment policies are properly carried out Secure resources necessary for funding of the operations of their departments Represent their departments in Cabinet and Parliament Give an account for the performance and actions of their departments to their public legislature Take collective responsibility for cabinet decisions . .