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Organizational Development: A Manual for Managers and ... - FPDL

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• Focusing on developing around processes <strong>and</strong> outcomes, not tasks or organizational<br />

functions. Re-engineering prefers to see one person (or the equally qualified members of a<br />

small team) per<strong>for</strong>m all tasks in the process whenever feasible.<br />

• Focusing on the customer or client, in a results-oriented <strong>and</strong> team-based approach.<br />

Reengineering requires rigorous measurement of per<strong>for</strong>mance as a function of defined<br />

work processes. It dem<strong>and</strong>s the total commitment of all employees <strong>and</strong> a substantive<br />

involvement of top management at all times.<br />

In the same article entitled ‘Re-engineering <strong>and</strong> public management’, Halachimi recognizes that,<br />

‘Though re-engineering has much to offer to the public agencies, it is easier to list the obstacles<br />

<strong>and</strong> risks than the factors that work in its favour.’ Paradoxically, these obstacles were not so strong<br />

in newly established democracies of Central <strong>and</strong> Eastern Europe, just because the old order was<br />

not as untouchable as in the West. Thus, ‘wild jumping re-engineering’ took place everywhere in<br />

1990’s, <strong>and</strong> resulted in the emergence of organizational structures <strong>and</strong> patterns that were worthy<br />

to be destroyed rather than somehow improved. In most public organizations in developing<br />

countries reengineering has no any alternative.<br />

Although reengineering, of course, may be done using different approaches in various<br />

organizations, some of Halachimi’s recommendations are useful <strong>for</strong> any place:<br />

• Educate top decision-makers on what re-engineering is about. …They need to<br />

communicate this underst<strong>and</strong>ing <strong>and</strong> commitment to all stakeholders who may be<br />

affected or involved in carrying out the re-engineering ef<strong>for</strong>t.<br />

• Identify <strong>and</strong> assess the processes that require re-engineering, defining the levels of<br />

per<strong>for</strong>mance to achieve the necessary improvements that justify ef<strong>for</strong>t, <strong>and</strong> make such<br />

in<strong>for</strong>mation known to all members of the organization.<br />

• Use robust benefit-cost analysis to find out up-front the expected return on the<br />

investment <strong>and</strong> establish that in addition to any symbolic benefits there are some<br />

economic <strong>and</strong> tangible gains as well.<br />

• Redefine the mission statement based on an actual survey of internal <strong>and</strong> external<br />

customers <strong>and</strong> develop the necessary infrastructure to support it. Check to see whether<br />

such a realistic statement is consistent with the laws that govern your operations <strong>and</strong><br />

the feasibility of amendments that would allow the agency to carry out its business in a<br />

different way.<br />

• Find creative sources of funding <strong>and</strong> develop a human resource base that is skilled in<br />

IT <strong>and</strong> capable of implementing the re-engineered business process.<br />

• Benchmark per<strong>for</strong>mance against best-in-class, but be sure to make the necessary<br />

adjustment to your particular situation.<br />

125

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