Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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• Make sure that all involved, both inside the organization <strong>and</strong> out, underst<strong>and</strong> how the<br />
new business process is supposed to work <strong>and</strong> how they should interface with it as<br />
provider or recipient of the service. In other words, provide proper training in a timely<br />
fashion. On-the-job training is not conducive to the introduction of a new business<br />
process.<br />
• Set a clear timetable with measurable milestones to assess progress. …Because in<br />
many countries top managers who are not career civil servants do not stay long …it is<br />
essential that the whole process be conceived, tried <strong>and</strong> implemented within a relatively<br />
short period of time.<br />
• Public agencies cannot re-engineer a given process through trial <strong>and</strong> error. Thus, the<br />
engineering ef<strong>for</strong>t should use computer simulations <strong>and</strong>, when possible, pilot projects to<br />
test <strong>and</strong> verify the viability <strong>and</strong> benefits of the re-engineered business process.<br />
(Halachimi, 1995)<br />
As in most cases with modern terms, re-engineering is just ‘another word <strong>for</strong> good governance’. If<br />
there is no problem with the organization – then there is nothing to re-engineer. It is just a more<br />
drastic measure that should be applied when less painful treatments are not sufficient <strong>for</strong> ensuring<br />
the real quality of operations. BPR is about embracing the hidden potential <strong>for</strong> change by<br />
recognizing that incremental change only improves what is already done, while BPR may<br />
fundamentally change what is done. If a procedure or part of a process is redundant, in the sense<br />
that it adds no value to a product or service, improvement in its efficiency is a false gain. While<br />
efficiency improvement reduces the amount of waste, the procedure still remains as a cost in the<br />
system. The adoption of BPR techniques in process analysis can help to overcome this problem,<br />
eradicating procedures rather than improving them. (Beck<strong>for</strong>d, 2002)<br />
Re-engineering in organizations of everything that needs to be re-engineered is the first step in<br />
structural improvement that gives way to TQM, teamwork, <strong>and</strong> empowerment. The re-engineered<br />
organization is envisioned to be closely aligned to the customer <strong>and</strong> to rely on empowered<br />
employees h<strong>and</strong>ling the entire process of delivering products <strong>and</strong> services of quality to the<br />
customer; (compare with TQM). This again, according to BPR, would indicate a lessening of<br />
control as empowered employees are guided by internalized shared values. (S.P.Gunge, in<br />
Knights <strong>and</strong> Willmott, 2000)<br />
<strong>Organizational</strong> learning<br />
Organizations as organisms possess the attribute of behaviour, <strong>and</strong> as less primitive organisms -<br />
they have a kind of memory. The content of the memory determines behavioural reactions, <strong>and</strong><br />
consequently the chances <strong>for</strong> success (which is survival, in general) or failure.<br />
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