This study investigates administrative reform in seven Arab states, delineates common
problems and describes general tendencies via content analysis of official statements.
Treasury Board of Canada Secretariat. (2012). Policy on evalua.docxturveycharlyn
Treasury Board of Canada Secretariat. (2012). Policy on evaluation. Retrieved from
http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=15024
U.S. Government Accountability Office. (2011). GPRA Modernization Act implementation
provides important opportunities to address government challenges (GAO-11–617T).
Retrieved from http://www.gao.gov/assets/130/126150.pdf
Von Bertalanffy, L. (1968). General system theory: Foundations, development, applications (Rev.
ed.). New York: G. Braziller.
Wandersman, A., & Fetterman, D. (2007). Empowerment evaluation: Yesterday, today, and
tomorrow. American Journal of Evaluation, 28(2), 179–198.
Weibe, R. H. (1962). Businessmen and reform: A study of the progressive movement. Cambridge,
MA: Harvard University Press.
Wholey, J. S. (2001). Managing for results: Roles for evaluators in a new management era.
American Journal of Evaluation, 22(3), 343–347.
Wildavsky, A. B. (1979). Speaking truth to power: The art and craft of policy analysis. Boston,
MA: Little Brown.
Williams, D. W. (2003). Measuring government in the early twentieth century. Public
Administration Review, 63(6), 643–659.
Wilson, W. (1887). The study of administration. Political Science Quarterly, 2(2), 197–222.
WorkSafeBC. (2011). Reports: See 2010 annual report and 2011–2013 service plan. Retrieved
from http://www.worksafebc.com/publications/reports/default.asp
CHAPTER 9
DESIGN AND IMPLEMENTATION OF
PERFORMANCE MEASUREMENT SYSTEMS
Introduction
Key Steps in Designing and Implementing a Performance Measurement System
Identify the Organizational Champions of This Change
Understand What Performance Measurement Systems Can and Cannot Do
Establish Multichannel Ways of Communicating That Facilitate Top-Down, Bottom-Up,
and Horizontal Sharing of Information, Problem Identification, and Problem Solving
Clarify the Expectations for the Intended Uses of the Performance Information That Is
Created
Identify the Resources Available for Designing, Implementing, and Maintaining the
Performance Measurement System
Take the Time to Understand the Organizational History Around Similar Initiatives
Develop Logic Models for the Programs for Which Performance Measures Are Being
Developed, and Identify the Key Constructs to Be Measured
Identify Any Constructs That Apply Beyond Single Programs
Involve Prospective Users in Reviewing Logic Models and Constructs in the Proposed
Performance Measurement System
Measure the Constructs That Have Been Identified as Parts of the Performance
Measurement System
Record, Analyze, Interpret, and Report the Performance Data
Regularly Review Feedback From the Users and, If Needed, Make Changes to the
Performance Measurement System
Performance Measurement for Public Accountability
Summary
Discussion Questions
Appendix A: Organizational Logic Models
References
INTRODUCTION
In this chapter, we begin by introducing two complementary perspectives on public sector
organizations: (1) a technical/rational view ...
Best Management Techniques and Practices for Institutional Growthpaperpublications3
Abstract: This study has been conducted in order to investigate whether different management techniques and practices can influence the firm growth or not. The study has used major three management types such as operations management, human capital management and performance management as well. The question has been asked from the mangers of the firm about these three management types. This study is exploratory in nature. It uses the sample of 30 managers in order to take their view point regarding the importance of management techniques and their impact on firm growth. It was difficult for the researcher to take whole population due to time and cost constraints as well. They all has been asked almost similar questions from the managers included in the sample. Managers tried to explain in their respective interviews that in these management practices the technology has great importance, which cannot be ignored. Open-ended questions have been asked from the managers to ask about management practices. This study is qualitative therefore it can be concluded from the manager’s response that management practices have great impact on the firm growth. The utilization of resources with best management techniques provides best performance to the organizations.
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...orajjournal
Public investment effectiveness in Peru remains low for decades, even with investment growth and technical quality improvement. Management approach is often considered as fixed and is not subject to study or change. This analysis goes deep in understanding how is the current public investment management approach, and compares it with deterministic and systemic approaches, concluding with a precise characterization and generating an improvement agenda in order to suggest changes that increase effectiveness and therefore contribute to a better quality of life of the population in Peru.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxblondellchancy
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen ...
A C A D E M I C P A P E RReforming policy roles in the Jor.docxmakdul
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxronak56
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen.
Treasury Board of Canada Secretariat. (2012). Policy on evalua.docxturveycharlyn
Treasury Board of Canada Secretariat. (2012). Policy on evaluation. Retrieved from
http://www.tbs-sct.gc.ca/pol/doc-eng.aspx?id=15024
U.S. Government Accountability Office. (2011). GPRA Modernization Act implementation
provides important opportunities to address government challenges (GAO-11–617T).
Retrieved from http://www.gao.gov/assets/130/126150.pdf
Von Bertalanffy, L. (1968). General system theory: Foundations, development, applications (Rev.
ed.). New York: G. Braziller.
Wandersman, A., & Fetterman, D. (2007). Empowerment evaluation: Yesterday, today, and
tomorrow. American Journal of Evaluation, 28(2), 179–198.
Weibe, R. H. (1962). Businessmen and reform: A study of the progressive movement. Cambridge,
MA: Harvard University Press.
Wholey, J. S. (2001). Managing for results: Roles for evaluators in a new management era.
American Journal of Evaluation, 22(3), 343–347.
Wildavsky, A. B. (1979). Speaking truth to power: The art and craft of policy analysis. Boston,
MA: Little Brown.
Williams, D. W. (2003). Measuring government in the early twentieth century. Public
Administration Review, 63(6), 643–659.
Wilson, W. (1887). The study of administration. Political Science Quarterly, 2(2), 197–222.
WorkSafeBC. (2011). Reports: See 2010 annual report and 2011–2013 service plan. Retrieved
from http://www.worksafebc.com/publications/reports/default.asp
CHAPTER 9
DESIGN AND IMPLEMENTATION OF
PERFORMANCE MEASUREMENT SYSTEMS
Introduction
Key Steps in Designing and Implementing a Performance Measurement System
Identify the Organizational Champions of This Change
Understand What Performance Measurement Systems Can and Cannot Do
Establish Multichannel Ways of Communicating That Facilitate Top-Down, Bottom-Up,
and Horizontal Sharing of Information, Problem Identification, and Problem Solving
Clarify the Expectations for the Intended Uses of the Performance Information That Is
Created
Identify the Resources Available for Designing, Implementing, and Maintaining the
Performance Measurement System
Take the Time to Understand the Organizational History Around Similar Initiatives
Develop Logic Models for the Programs for Which Performance Measures Are Being
Developed, and Identify the Key Constructs to Be Measured
Identify Any Constructs That Apply Beyond Single Programs
Involve Prospective Users in Reviewing Logic Models and Constructs in the Proposed
Performance Measurement System
Measure the Constructs That Have Been Identified as Parts of the Performance
Measurement System
Record, Analyze, Interpret, and Report the Performance Data
Regularly Review Feedback From the Users and, If Needed, Make Changes to the
Performance Measurement System
Performance Measurement for Public Accountability
Summary
Discussion Questions
Appendix A: Organizational Logic Models
References
INTRODUCTION
In this chapter, we begin by introducing two complementary perspectives on public sector
organizations: (1) a technical/rational view ...
Best Management Techniques and Practices for Institutional Growthpaperpublications3
Abstract: This study has been conducted in order to investigate whether different management techniques and practices can influence the firm growth or not. The study has used major three management types such as operations management, human capital management and performance management as well. The question has been asked from the mangers of the firm about these three management types. This study is exploratory in nature. It uses the sample of 30 managers in order to take their view point regarding the importance of management techniques and their impact on firm growth. It was difficult for the researcher to take whole population due to time and cost constraints as well. They all has been asked almost similar questions from the managers included in the sample. Managers tried to explain in their respective interviews that in these management practices the technology has great importance, which cannot be ignored. Open-ended questions have been asked from the managers to ask about management practices. This study is qualitative therefore it can be concluded from the manager’s response that management practices have great impact on the firm growth. The utilization of resources with best management techniques provides best performance to the organizations.
COMPARATIVE ANALYSIS BETWEEN DETERMINISTIC AND SYSTEMIC MANAGEMENT APPROACH F...orajjournal
Public investment effectiveness in Peru remains low for decades, even with investment growth and technical quality improvement. Management approach is often considered as fixed and is not subject to study or change. This analysis goes deep in understanding how is the current public investment management approach, and compares it with deterministic and systemic approaches, concluding with a precise characterization and generating an improvement agenda in order to suggest changes that increase effectiveness and therefore contribute to a better quality of life of the population in Peru.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxblondellchancy
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen ...
A C A D E M I C P A P E RReforming policy roles in the Jor.docxmakdul
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxronak56
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen.
Many countries around the world have initiated national ID card programs in the last decade. These programs are considered of strategic value to governments due to its contribution in enhancing existing identity management systems. Considering the total cost of such programs which goes up to billions of dollars, the success in attaining their objectives is a crucial element in the agendas of political systems in countries worldwide. Our experience in the field shows that many of such projects have been challenged to deliver their primary objectives of population enrolment, and therefore resulted in failing to meet deadlines and keeping up with budgetary constraints. The purpose of this paper is to explain the finding of a case study action research aimed to introduce a new approach to how population are enrolled in national ID programs. This is achieved through presenting a case study of a business process reengineering initiative undertaken in the UAE national ID program. The scope of this research is limited to the enrolment process within the program. This article also intends to explore the possibilities of significant results with the new proposed enrolment approach with the application of BPR. An overview of the ROI study has been developed to illustrate such efficiencies.
The development of a strategic plan is an essential part of strate.docxcherry686017
The development of a strategic plan is an essential part of strategic management accounting. If carried out to its full credibility the organization will achieve its goals. It is important to note that the strategic plan is set for long term planning, as much as 3-5 years. Strategic planning has a focus on stabilizing the current environment, and it also support the organization's business plans and goals. Strategic planning helps to implement new projects, new technology, consolidation of data centers, data warehouses, exponential data growth, cost of ownership, and resources available in an organization to assess the future requirements. Strategic planning analyzes the business plan, potential blockage or other issues in the current architecture, processes and their implementation in new initiatives, and processes. Strategic planning helps to formulate the ideas about the key factors that are affecting the present and future development of the organization and the opportunities offered by the environment and the competence of the organization.
The internal dynamics along with cultural and structural leadership considerations that should be used in implementing business strategy for Riordan is readiness of employees in terms of supporting the new strategic initiatives. Employees should not only be committed towards the implementation of the plan, but should possess extensive knowledge and training and new strategic initiatives. Hence, it is extremely important that Riordan should ensure extensive training for the employees to understand the importance, benefits and know-how to handle the new processes, initiatives and strategic action plan in the organization.
Further, it is also important that the existing processes, systems and infrastructure should support the new strategic initiatives in the organization. It is important for Riordan to invest in necessary upgrading of infrastructure and restructuring of processes and systems to support the new business strategies.
From a cultural perspective, it is important that Riordan's leadership and management should foster a culture that empowers Riordan's employees to work in a supportive, flexible work environment with adequate decision making authority. The culture of Riordan should be such that employees feel motivated to contribute towards the growth and new initiatives of the organization and remain loyal and committed towards the organization. To develop the quality culture and embed it in each aspect of the organization's decision making, it is extremely important that employees remain committed towards such initiative and extend their full cooperation towards such programs in the organization.
Such internal dynamics will help the business continuity in the sense that it will lay down a strong platform for Riordan to implement long-term strategic initiatives pertaining to quality, customer satisfaction and process/product improvement. The focus on such internal dynamics and cultural consid ...
International Journal of Business and Management .docxmariuse18nolet
International Journal of Business and Management Vol. 5, No. 4; April 2010
3
Impact of Strategic Planning on Financial Performance of
Companies in Turkey
Alev M. Efendioglu (Corresponding author)
School of Business and Professional Studies, University of San Francisco
2130 Fulton Street, Malloy Hall 220 San Francisco, CA 94117-1045, USA
Tel: 1-415-422-6389 E-mail: [email protected]
A. Tuğba Karabulut
Faculty of Commercial Sciences, Istanbul Commerce University
Selman-i Pak Cad. 34672 Uskudar Istanbul, Turkey
Tel: 90-216-5539422/278 ext E-mail: [email protected]
Abstract
Strategic planning is important for strategic management of companies. The purpose of this study is to explore
the impact of strategic planning on financial performance of Major Industrial Enterprises of Turkey. Our
findings show that many domestic and foreign firms in our sample have a strategic process in place. It is an
annual process and considered a very important organizational activity. This paper is one of the few studies to
examine the strategic planning process in a sample of firms from a transitional economy. It can be considered a
longitudinal study because it examines a set of institutions to identify changes in their performance over time, as
they incorporate the use of strategic tools in a dynamic competitive environment. The findings of this study
provide a contribution to our understanding of the nature and practice of strategic planning in Turkish companies
and possibilities of correlations between their efforts and performance.
Keywords: Strategic planning, Financial performance, Turkey
1. Introduction
Even though the concept of strategy may have had its original underpinnings in the military and its war efforts,
over many decades it has become a mainstay and a major process (organizational activity) in for-profit and
not-for-profit organizations. These organizations have refined and used the process to understand issues which
they cannot control but have a significant impact on their survival and success, and use their limited resources
and competencies to improve their competitive positions. It was hypothesized that by consciously using formal
planning, a company could exert some positive control over market forces, create competitive advantages,
improve organizational effectiveness, and improve its performance.
As a result, new concepts and tools were developed and added to company repertoires over time, and they were
used to bring formality and uniformity to strategy development in organizations. Because one of the objectives
of this process is to develop competitive advantages leading to superior organizational performance, the
relationship between the firm’s strategic planning efforts and firm performance received considerable attention
from academics, researchers, and business executives. However, despite the large number of studies examining
this relationship, the findings ha.
Analysis of the Human Resources Efficiency by the Use of Data Envelopment Ana...inventionjournals
One of the important issues in Islamic management is attracting the employees' attention to their strengths and weaknesses.Strong employee recognition and rewarding them, and thereby creating an incentive to improve their efficiency are among the leading causes of efficiency evaluation. The main objective of the current study is to investigate the factors and characteristics affecting the effectiveness of employee efficiency evaluation system. For this purpose, firstly the factors and indices effective on leadership and management of the organization managers will be investigated and then, a desired pattern for efficiency determination will be provided. The statistical population of the study primarily included the senior managers of the public sector.the measurement instrument of the study was a 95-question questionnaire which was formed by the researcher by the use of management and administration theories based on the previous studies, analyzed by the confirmatory factor analysis. The questionnaire validity was measured by Cronbach's alpha and the total test validity was calculated as 0.823. The factor analysis results indicated that 7 factors affect the organization managers' leadership and administration.For this purpose, by the use of available information and questionnaires, the input data were collected for 8 selected units for Data Envelopment Analysis (DEA) that regarding the input nature of the CCR model vector, the model was solved with three different approaches (definitive approaches, the definitive approaches with the fuzzy combination of the homogenous parameters, and the fuzzy approach with limited weights). By comparing the efficiency of different units and comparing their rankings in these three approaches, the efficient unit 5 and 6did well in terms of efficiency
This study provides an in-depth understanding of how administrators perceive the purpose and value of the performance management systems in state Universities of Cameroon; how the administrator assess the effectiveness of current performance management processes in the department; the different dimensions of how administrators perceive the impact of academic managers on their work performance; the extent to which administrators respond to the process, measure and outcomes involved in operating the performance management system. The study also analyzes what administrators think is an effective performance management system in the state Universities. The research adopted a qualitative case study approach by selecting 12 administrators from 6 state Universities with varied backgrounds in terms of years of service, seniority and gender. Data were collected through in-depth, semi-structured interviews and documentary sources. Among the major findings were that the participants found the meaning and purposes of performance management ambiguous; and that the many different processes contained within the system were perceived as fragmenting and confusing in achieving the intended outcomes. Compounding the concern was the lack of dedicated and able academics to manage the process.
Case Study: Business Management School at the Turkish Republic of North Cypru...journal ijrtem
Abstract : The global mega-trends as the case in the Business Management School (BMS) at Turkish Republic of North Cyprus (TRNC) are leading to increase the levels of their school, dynamism and uncertainty in the corporate environment and outside the country. In an uncertain economy, the BMS needs effective strategies that will enable it to prosper. Traditional leadership approaches have been recognized insufficient by the rapid changes in the knowledge economy. This business need to practice systemic innovation in this fast-changing, knowledge-driven global business landscape in order to remain competitive with the available Universities and Colleges. Strategic administration is random to the span of the association, however will probably happen in a violent business environment. Item separation and cost administration were additionally straightforwardly connected to vital authority. Finally, this study affirmed that viable vital administration practices could help business associations in BMS to upgrade their execution while contending in disorderly and cracked situations. Estimation instruments have additionally been produced, which might be utilized by administrators, experts and different specialists to quantify these marvels in future. Keywords: Strategic, Thinking, Planning, Disorder, Knowledge, TRNC, Leadership
The crucial role of bureaucracy in the economic, political, socio-cultural and political structures, and its impact in achieving the goals of organization is so important that in order to achieve the development, change directions consists of purifying and modernization of the administrative system in Iran also seems necessary. An important part of the transportation industry in each country, is the airports. So, dealing with the bureaucracy airports to implement better practices and removing unnecessary processes is the most issues. Hence, it can be stated that the aim of this study is to identify barriers of transformation in the organization administrative and then prioritizing these barriers in Mehrabad airport. For this purpose, the grounded theory and fuzzy SWARA methods was used to identifying the barriers and prioritizing them. Grounded theory results showed that cognitive barriers, structural barriers, participation barriers, economic and income barriers, legal barriers, strategic barriers, and management barriers are the barriers of the transformation in the Mehrabad airport administrative system. The Fuzzy SWARA method used to prioritize these barriers, which according to the results, the structural barriers were the important barriers. Then cognitive and legal barriers were placed in the next rank. At the end, some solutions have been presented for overcoming these barriers in the Mehrabad airport.
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Many countries around the world have initiated national ID card programs in the last decade. These programs are considered of strategic value to governments due to its contribution in enhancing existing identity management systems. Considering the total cost of such programs which goes up to billions of dollars, the success in attaining their objectives is a crucial element in the agendas of political systems in countries worldwide. Our experience in the field shows that many of such projects have been challenged to deliver their primary objectives of population enrolment, and therefore resulted in failing to meet deadlines and keeping up with budgetary constraints. The purpose of this paper is to explain the finding of a case study action research aimed to introduce a new approach to how population are enrolled in national ID programs. This is achieved through presenting a case study of a business process reengineering initiative undertaken in the UAE national ID program. The scope of this research is limited to the enrolment process within the program. This article also intends to explore the possibilities of significant results with the new proposed enrolment approach with the application of BPR. An overview of the ROI study has been developed to illustrate such efficiencies.
The development of a strategic plan is an essential part of strate.docxcherry686017
The development of a strategic plan is an essential part of strategic management accounting. If carried out to its full credibility the organization will achieve its goals. It is important to note that the strategic plan is set for long term planning, as much as 3-5 years. Strategic planning has a focus on stabilizing the current environment, and it also support the organization's business plans and goals. Strategic planning helps to implement new projects, new technology, consolidation of data centers, data warehouses, exponential data growth, cost of ownership, and resources available in an organization to assess the future requirements. Strategic planning analyzes the business plan, potential blockage or other issues in the current architecture, processes and their implementation in new initiatives, and processes. Strategic planning helps to formulate the ideas about the key factors that are affecting the present and future development of the organization and the opportunities offered by the environment and the competence of the organization.
The internal dynamics along with cultural and structural leadership considerations that should be used in implementing business strategy for Riordan is readiness of employees in terms of supporting the new strategic initiatives. Employees should not only be committed towards the implementation of the plan, but should possess extensive knowledge and training and new strategic initiatives. Hence, it is extremely important that Riordan should ensure extensive training for the employees to understand the importance, benefits and know-how to handle the new processes, initiatives and strategic action plan in the organization.
Further, it is also important that the existing processes, systems and infrastructure should support the new strategic initiatives in the organization. It is important for Riordan to invest in necessary upgrading of infrastructure and restructuring of processes and systems to support the new business strategies.
From a cultural perspective, it is important that Riordan's leadership and management should foster a culture that empowers Riordan's employees to work in a supportive, flexible work environment with adequate decision making authority. The culture of Riordan should be such that employees feel motivated to contribute towards the growth and new initiatives of the organization and remain loyal and committed towards the organization. To develop the quality culture and embed it in each aspect of the organization's decision making, it is extremely important that employees remain committed towards such initiative and extend their full cooperation towards such programs in the organization.
Such internal dynamics will help the business continuity in the sense that it will lay down a strong platform for Riordan to implement long-term strategic initiatives pertaining to quality, customer satisfaction and process/product improvement. The focus on such internal dynamics and cultural consid ...
International Journal of Business and Management .docxmariuse18nolet
International Journal of Business and Management Vol. 5, No. 4; April 2010
3
Impact of Strategic Planning on Financial Performance of
Companies in Turkey
Alev M. Efendioglu (Corresponding author)
School of Business and Professional Studies, University of San Francisco
2130 Fulton Street, Malloy Hall 220 San Francisco, CA 94117-1045, USA
Tel: 1-415-422-6389 E-mail: [email protected]
A. Tuğba Karabulut
Faculty of Commercial Sciences, Istanbul Commerce University
Selman-i Pak Cad. 34672 Uskudar Istanbul, Turkey
Tel: 90-216-5539422/278 ext E-mail: [email protected]
Abstract
Strategic planning is important for strategic management of companies. The purpose of this study is to explore
the impact of strategic planning on financial performance of Major Industrial Enterprises of Turkey. Our
findings show that many domestic and foreign firms in our sample have a strategic process in place. It is an
annual process and considered a very important organizational activity. This paper is one of the few studies to
examine the strategic planning process in a sample of firms from a transitional economy. It can be considered a
longitudinal study because it examines a set of institutions to identify changes in their performance over time, as
they incorporate the use of strategic tools in a dynamic competitive environment. The findings of this study
provide a contribution to our understanding of the nature and practice of strategic planning in Turkish companies
and possibilities of correlations between their efforts and performance.
Keywords: Strategic planning, Financial performance, Turkey
1. Introduction
Even though the concept of strategy may have had its original underpinnings in the military and its war efforts,
over many decades it has become a mainstay and a major process (organizational activity) in for-profit and
not-for-profit organizations. These organizations have refined and used the process to understand issues which
they cannot control but have a significant impact on their survival and success, and use their limited resources
and competencies to improve their competitive positions. It was hypothesized that by consciously using formal
planning, a company could exert some positive control over market forces, create competitive advantages,
improve organizational effectiveness, and improve its performance.
As a result, new concepts and tools were developed and added to company repertoires over time, and they were
used to bring formality and uniformity to strategy development in organizations. Because one of the objectives
of this process is to develop competitive advantages leading to superior organizational performance, the
relationship between the firm’s strategic planning efforts and firm performance received considerable attention
from academics, researchers, and business executives. However, despite the large number of studies examining
this relationship, the findings ha.
Analysis of the Human Resources Efficiency by the Use of Data Envelopment Ana...inventionjournals
One of the important issues in Islamic management is attracting the employees' attention to their strengths and weaknesses.Strong employee recognition and rewarding them, and thereby creating an incentive to improve their efficiency are among the leading causes of efficiency evaluation. The main objective of the current study is to investigate the factors and characteristics affecting the effectiveness of employee efficiency evaluation system. For this purpose, firstly the factors and indices effective on leadership and management of the organization managers will be investigated and then, a desired pattern for efficiency determination will be provided. The statistical population of the study primarily included the senior managers of the public sector.the measurement instrument of the study was a 95-question questionnaire which was formed by the researcher by the use of management and administration theories based on the previous studies, analyzed by the confirmatory factor analysis. The questionnaire validity was measured by Cronbach's alpha and the total test validity was calculated as 0.823. The factor analysis results indicated that 7 factors affect the organization managers' leadership and administration.For this purpose, by the use of available information and questionnaires, the input data were collected for 8 selected units for Data Envelopment Analysis (DEA) that regarding the input nature of the CCR model vector, the model was solved with three different approaches (definitive approaches, the definitive approaches with the fuzzy combination of the homogenous parameters, and the fuzzy approach with limited weights). By comparing the efficiency of different units and comparing their rankings in these three approaches, the efficient unit 5 and 6did well in terms of efficiency
This study provides an in-depth understanding of how administrators perceive the purpose and value of the performance management systems in state Universities of Cameroon; how the administrator assess the effectiveness of current performance management processes in the department; the different dimensions of how administrators perceive the impact of academic managers on their work performance; the extent to which administrators respond to the process, measure and outcomes involved in operating the performance management system. The study also analyzes what administrators think is an effective performance management system in the state Universities. The research adopted a qualitative case study approach by selecting 12 administrators from 6 state Universities with varied backgrounds in terms of years of service, seniority and gender. Data were collected through in-depth, semi-structured interviews and documentary sources. Among the major findings were that the participants found the meaning and purposes of performance management ambiguous; and that the many different processes contained within the system were perceived as fragmenting and confusing in achieving the intended outcomes. Compounding the concern was the lack of dedicated and able academics to manage the process.
Case Study: Business Management School at the Turkish Republic of North Cypru...journal ijrtem
Abstract : The global mega-trends as the case in the Business Management School (BMS) at Turkish Republic of North Cyprus (TRNC) are leading to increase the levels of their school, dynamism and uncertainty in the corporate environment and outside the country. In an uncertain economy, the BMS needs effective strategies that will enable it to prosper. Traditional leadership approaches have been recognized insufficient by the rapid changes in the knowledge economy. This business need to practice systemic innovation in this fast-changing, knowledge-driven global business landscape in order to remain competitive with the available Universities and Colleges. Strategic administration is random to the span of the association, however will probably happen in a violent business environment. Item separation and cost administration were additionally straightforwardly connected to vital authority. Finally, this study affirmed that viable vital administration practices could help business associations in BMS to upgrade their execution while contending in disorderly and cracked situations. Estimation instruments have additionally been produced, which might be utilized by administrators, experts and different specialists to quantify these marvels in future. Keywords: Strategic, Thinking, Planning, Disorder, Knowledge, TRNC, Leadership
The crucial role of bureaucracy in the economic, political, socio-cultural and political structures, and its impact in achieving the goals of organization is so important that in order to achieve the development, change directions consists of purifying and modernization of the administrative system in Iran also seems necessary. An important part of the transportation industry in each country, is the airports. So, dealing with the bureaucracy airports to implement better practices and removing unnecessary processes is the most issues. Hence, it can be stated that the aim of this study is to identify barriers of transformation in the organization administrative and then prioritizing these barriers in Mehrabad airport. For this purpose, the grounded theory and fuzzy SWARA methods was used to identifying the barriers and prioritizing them. Grounded theory results showed that cognitive barriers, structural barriers, participation barriers, economic and income barriers, legal barriers, strategic barriers, and management barriers are the barriers of the transformation in the Mehrabad airport administrative system. The Fuzzy SWARA method used to prioritize these barriers, which according to the results, the structural barriers were the important barriers. Then cognitive and legal barriers were placed in the next rank. At the end, some solutions have been presented for overcoming these barriers in the Mehrabad airport.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
1. PUBLIC ADMINISTRATION AND DEVELOPMENT, Vol. 8, 85-97 (1988)
Administrative reform in developing countries:
a comparative perspective
JAMIL E. JREISAT
University of South Florida
SUMMARY
This study investigates administrative reform in seven Arab states, delineates common
problems and describes general tendencies via content analysis of official statements. The
study deals with reform in three major phases: defining administrative problems and needs;
developing strategies for reform; and developinginstruments of action for implementation.
Appraisal of reform efforts discloses mediocre results based on a poor implementation
record attributable to incongruities of methods and objectives of reform. Among such
incongruities are the conventional limitations of bureaucracy, the copying of Western
administrative rationality in form if not in substance, and insufficient attention paid to
traditional, cultural, religious, and political contexts of administration. Recognizing the
difficultiesinvolved in conceptualizingand implementingreform in any society, the analysis
offers several recommendations to improve the outcome of reform efforts, among them:
encouragingemployee involvementin reform decisions;improvingcollecteddiagnosticdata;
providing special training for employees responsible for managing reform; soliciting
unwavering political commitment; developing incentive systems; and replacing the
piecemeal approach with reliance on a systems perspective.
INTRODUCTION
Administrative reform is a universal claim of contemporary societies, but strategies
of general applicability for achieving such reform are far from being universally
defined. This study seeks to determine how certain developing countries articulate
approaches and strategies for building administrative capacities. Utilizing the
formal record of seven developing countries, this analysis identifies common
features of administrative reform efforts, compares proposed strategies for making
reform a reality, and establishes common patterns and coherent explanations in the
midst of the changing conditions of each country.
The focus of this study differs from approaches that advance various precon-
structed conceptual frameworks on the basis of an a priori value judgement about
current conditions and presumed future targets for developing countries (Hope and
Armstrong, 1980; Caiden, 1978). The analysis seeks a greater sense of realism in
the literature on developing countries, which has been lacking in compatibility and
consistency. At a deeper level this study examines, however tentatively, the
serious, familiar charge that Western theory is invalid, parochial, or inapplicable to
problems and conditions of developing countries (Wiarda, 1983). Consequently,
The author is Professor of Public Administration, Public Administration Program, University of South
Florida, Tampa, Florida, 33620, USA.
0271-2075/88/010085-13$06.50
01988 by John Wiley & Sons, Ltd.
2. 86 J. E. Jreisat
some preliminary evidence may be assessed related to the seemingly contradictory
propositions that the theoretical evolution in developing countries is moving
towards an autonomous standing (Dwivide and Nef, 1982), or perhaps converging
with administrative knowledge in developed countries to form a global experience
(Henderson, 1982).
The countries covered in this study are Iraq, Jordan, Morocco, Saudi Arabia,
Sudan, Syria, and North Yemen. These states are members of the Arab League
and were participants in the Third Pan-Arab Conference on Development
Administration (Rabat, Morocco, November 1984)’. Each country submitted an
official report to the Conference outlining its administrative reform efforts,
strategies, and the objectives and expectations of such reforms. This study offers a
content analysis of these official statements, which constitute an exceptional source
of applied information, supplied by experts and specialized public offices in each
state. The availability of such ‘country reports’ offers a rare opportunity to study
the goals, values, and methods of action of these countries in dealing with the
critical issue of improving administrative performance.
In this discussion, administrative reform is conceived of as a deliberate policy and
action.to alter organizational structures, processes, and behaviour in order to
improve administrative capacity for efficient and effective performance. The
advantage of this definition is its operational thrust compared with the view of
administrative reform as ‘artificial inducement of administrative transformation
against resistance’ (Caiden, 1969, p. 8). Substantive reforms are usually sanctioned
by the legitimate authority of the system, whether induced by internal organization-
al influences or external environmental forces. Other terms (such as ‘development’
or ‘change’) are used in the literature, in addition to ‘reform’, without clear
denotation of the beginning of one concept and the end of another. In fact,
Chapman and Greenaway (1980, p. 9) observe that administrative reform may
overlap or include administrative change, development, and evolution because it is
doubtful that useful separation is possible. For the purpose of this analysis
‘administrative development’ and ‘administrative reform’ are used interchangeab-
ly, although meaningful distinctions may be established to suit various contexts.
Further, this analysis does not attempt to present a comprehensive view of
admnistrative reform; nor does it claim to incorporate every influence relevant to
the process. A comprehensive approach must necessarily determine who decides
the agenda for reform and who assigns its priority items. It must also address
questions of legitimization of reform, strategies, and instruments of implementa-
tion, progress evaluation, feedback, and review.
The country reports examined here do not offer data on all pertinent questionsof
administrative reform; nor do they follow a common format. To organize data from
these reports in a meaningful and compact form, we identify three major phases of
reform each report addresses (with varying degrees of sophistication).
.
1. The diagnostic phase
At this preparatory stage administrative conditions requiring improvement are
identified. This fundamental process establishes specific operational objectives of
‘The first conference was in Riyadh, Saudi Arabia (1978) and the second was in Baghdad, Iraq (1980).
The Arab Organization of Administrative Sciences, sponsor of these meetings, reproduced and
distributed the reports used in this study at the Rabat Conference, 1984.The reports are in Arabic, 15-
30 pages each.
3. Administrative Reform in Developing Countries 87
administrative reform that guide and direct the design of appropriate reform
strategies and methods of implementation. Table 1 presents a summary of
administrative needs and problems as depicted in the report of each country.
Such a menu of administrative deficiencies may appear more like a laundry list
than a coherent pattern to be interpreted and explained. Nevertheless, many
common characteristics may be identified. Conspicuous by its absence in all the
country reports are objective measurable data following reliable methodological
Table 1. Diagnosis of administrative deficiencies in selected countries
Countrv Diagnosis
Iraq
Jordan
Morocco
Saudi
Arabia
Sudan
Syria
Yemen
(North)
Many organizational and administrative problems are reported as ‘inherited’
from the pre-revolution regime, such as lack of clear and justified policies,
assignment of conflicting responsibilities, duplication, and lack of standards of
performance.
Lack of philosophy, definition and methods of administrative development.
High turnover of qualified public employees.
Lack of standards of performance.
Low productivity and lack of commitment.
Increased complexity of procedures.
Need to improve bureaucratic performance, professionalism and ethics.
Need to develop closeness to the public.
Need to improve pay and incentives of civil servants.
Problems of scarce economic resources and internal bureaucratic conflicts
Duplication and lack of coordination.
Inflated demands for staff.
Lengthy and complicated procedures.
Lack of criteria for effective use of staff.
Accumulation of paperwork.
Resistance to change.
Neglect of technical training in areas of maintenance and engineering.
Negative effects of certain habits and cultural norms.
Lack of qualified administrative leaders.
Slow processes of decision-making
Low productivity
Inflated organizational structures.
Overemployment.
Shortfall of administrative leadership.
Conflicting laws and rules.
Inappropriate organizational structures.
Limited training and unqualified employees.
Migration of high talents.
Limited financial resources.
Obsolete laws and rules.
Centralization.
Incapability of the administrative structure to understand and interpret political
decisions.
Few resources and ambitious development goals.
Lack of qualified (trained) employees.
Low wages.
Need to-improve collection, classification, and storage of data.
Need to simplify procedures.
4. 88 J. E. Jreisat
techniques, approximating the process commonly known as need assessment. Most
of the reports discuss needs and problems in abstract, isolating them from fast-
changing environmental and contextual elements. All cases indicate low productiv-
ity of public employees, an apparently universal dilemma.
The country reports cite many other shortcomings peculiar to one or more
countries. Jordan reports an absence of a philosophy of reform and clear methods
for achieving it. Iraq’s report conveniently labels its administrative problems an
inheritance from the prerevolution era that ended in 1958. Saudi Arabia, Sudan,
Yemen, and Syria convey shortages of qualified and well-trained employees,
particularly at the leadership level. Other shared, persistent problems include use
of obsolete laws, complicated procedures, excessive centralization, and inappro-
priate organizational structures. Absent from the reports, except Morocco’s, is a
distinct reference to the whole notion of professionalism and its ancillaries of ethics
and responsiveness to public needs and demands.
Outside researchers have independently reached similar conclusions about
administrative shortcomings in these countries. Al-Teraifi (1980), for example,
discusses the overemphasis on seniority in the promotion policies and practices of
the Sudanesecivil service in the absence of uniform standards of achievement. The
problem of overemployment in the Saudi government as a result of a policy of
distributing the oil wealth through salaries to artificial positions in the bureaucracy
is noted by Chapman (1974) and by Othman (1979). The centralization of power in
a dominant public sector is noted in Iraq (Jawad, 1981) and in Syria (Mourad and
Al-Ayoubi, 1983).
2. Development of strategies
Determination of the administrative deficiencies of a system of government is a
process preliminary to the delineation of appropriate strategies that set the overall
direction of public policy to remedy these deficiencies. The strategies advanced by
each country to solve its administrative problems are summarized in Table 2.
The basic strategies of administrative reform are highly consistent and similar.
Human resources development and manpower planning are activities claimed by
every government. The view of administrative reform as an integral part of the
comprehensive national efforts of develapment in Jordan, Saudi Arabia and Syria
is a victory for the voices that have been raised against the silence of national plans
on administrative reform. Reliance on developmental organizations, including
universities, indicates growing official awareness of the need for more professional,
expert, and flexible sources for providing solutions to societal problems. Institutes
of public administration operate in every Arab state, with different titles and
responsibilities in some countries, i.e. Iraq’s National Center for Consultation and
Administration, Sudan’s Academy of Public Administration, and Morocco’s
National School of Administration.
3. Instruments of action
Defining adminstrative problems and formulating overall strategies may not ensure
implementation. Operational activities are crucial for the realization of reform
objectives. Each country designates specific instruments of action to implement
5. Administrative Reform in Developing Countries 89
Table 2. Strategies of administrative reform in the selected countries
Country Strategy
Iraq
Jordan
Morocco
Saudi
Arabia
Sudan
Syria
Yemen
(North)
Use of universities and other developmental institutions.
Utilizing manpower planning.
Employing ‘organization and methods’ analyses.
Integration of administrative development plan with the national development
Reliance on a cabinet-level structure to initiate and sanction reform.
Use of manpower planning.
Development of human resources.
Improvements in organization and methods.
Sensitivity to citizens’ concern.
Reorganization of local authorities.
Integration of administrative development within national development plans.
Use of developmental institutions.
Reliance on high-level committees for administrative reorganization.
Development of human resources.
Use of developmental institutions.
Decentralization of local authorities.
Integration of administrative reform plan with national development plan.
Establishing a department for organization and management in the Prime
Establishing a centre for administration and productivity.
Development of human resources.
plan.
Minister’s office.
Employing ‘organization and methods’ analyses.
Support to empirical studies of management problems.
and monitor policies of reform (see Table 3). Incidentally, the separation of
instruments of action from strategy is useful analytically, even when such
bifurcation is not feasible in practice. Under the rubric of the instruments of action
we include various specific techniques, structures, and processes utilized in the
operationalization and implementation of the reform strategy. Availability of these
tools, however, must not be equated with their successful use.
INCONGRUITY OF METHOD AND OBJECTIVE
During the past 25 years administration in the Arab world has had thrust upon it an
unprecented demand for the supply of goods and services, resulting in a
considerable enlargement of administrative structures (Mirel, 1981,Summaries iii).
These structures have proved unequal to the demands of development plans and
expanded needs for regular public services. In fact, inadequate public sector
administrative capacity has been identified as the single most important factor
responsible for the gap between promise and achievement of Arab development
(Sadik, 1982, p. 10). The Arab Organization of Administrative Sciences (AOAS)
forecasts an increasing gap between actual and needed administrative capability for
the implementation of national plans, despite attempts to improve administrative
performance over the past two decades (Jreisat, 1985, p. 1).
6. 90 J. E. Jreisat
Table 3. Instruments of action for administrative reform in the selected countries
~~ ~
Country Instrument of action
Iraq
Jordan
Morocco
Saudi
Arabia
Sudan
Syria
Yemen
(North)
More effective use of staff expertise, study agencies needs of staff, establish
research centres at universities, and review educational curricula.
Changes in civil service laws and rules, training, changes in financial accounting
and monitoring.
Changes in civil service laws and financial accounting and monitoring
procedures.
Computerization.
Establishing the ‘Royal Committee for Administrative Reform’ in 1984,headed
Use of conferences, workshops and task forces.
Improvements in pay and incentives, decentralization, financial controls,
by the Prime Minister.
emphasis on higher professional and ethical standards, and improvements in
operations and procedures.
Establishing Committee for Administrative Reform (1963), Central Office for
Organization and Management (1964), the Institute of Public Administration,
Civil Service Council, and Committee on Training for Civil Servants.
Use of modern technology such as computers and microfilms in agencies.
Training, simplification of procedures, efficiency and effectiveness measures.
Reliance on the Academy of Administrative Science and the universities.
New laws regulating personnel matters and emphasis on inspection and control.
Instituting new rules of finance, accounting, cost analysis, maintenance, etc.
Emphasizing training, administrative research and utilization of the central
Establishing central authorities for monitoring, inspection and financial control.
Use of high-level councils for functional coordination and policy development.
Emphasis on merit system in civil service and changes in personnel functions of
Improving civil service pay, incentives, and efficiency measurement.
Encourage training, research and analysis, and reliance on the Institute of
office of statistics.
job description, placement, selection, etc.
Public Administration and the Civil Service Bureau.
The pattern of administrative reform in the seven countries reflects many
similarities despite divergent socioeconomic-political factors. We find no signifi-
cant autonomous conceptualization of administrative problems in any of these
countries; nor do we discover any unique or innovative solutions to such problems.
A closer look at the definition of needs, strategies and actions developed reveals
significant incongruities between the instruments of reform and its claimed
objectives and expectations.
The first such incongruity is the result of basic assumptions made by reformers
and policy-makers in these countries that provide insufficient attention to
environmental and situational considerations. Bureaucracy is interdependent with
some larger environment and is not an autonomous entity (Thompson, 1967,p. 7).
Environmental influyces mould sentiments, social controls, values and norms as
they incorporate the political system that bureaucracy serves. Therefore, ‘a
comprehensive study of administrative reform cannot be made in isolation from the
many social and political pressures with which it is interrelated and which have
motivated particular changes’ (Chapman and Greenaway, 1980, p. 10).
Attributions of administrative behaviour in the Arab states to social and cultural
7. Administrative Reform in Developing Countries 91
traditions are common. Culture, however, is an all-embracing constellation of traits
that identify a society or people, ranging from the abstract level of ideas and
thought processes to visible activities and artifacts. Some of these cultural traits are
unqiue while others are widespread among human societies. Thus it is difficult to
measure the impact of cultural and religious values on the organization and
management of the societies under focus in this study. The difficulty is even greater
when the analysis transcends conventional imagery of cultural and religious
influences to actual manifestations and impact.
Islam is the dominant religion in each of these countries. Bassam Tibi (1986, p.
34) identifies two different conceptualizations of Islam and its role in society. One
maintains that Islam is a universal cultural system, and therefore is absolute. The
alleged immutability of the Islamic doctrine is interpreted by the adherents to mean
detailed and specific (inflexible) prescriptions to govern individual and organiza-
tional behaviour. According to this perspective, variations among Muslim states in
social, economic or administrative practices are caused by ‘imposed change’,
induced by colonial penetration of this region in the course of its forced integration
into the world market system dominated by the industrial countries (Tibi, 1986, p.
The other view of Islam (by secular, nationalistic and reformist groups) asserts
that ‘Islam is always culturally diverse’ (Tibi, 1986, p. 34). The realities of Islamic
societies, in contrast to the fundamentalist view, provide empirical evidence of the
existence of different local and regional understandings of ‘Islam’. Consequently,
closer examination of the claims of the Iranian Revolution,for example, reveals the
cultural variety of Shiite Islam and Persian identity obscured by claims of universal
ideology.
The relevance of the absolute vs. diverse conceptualizations to the question of
administrative reform is obvious. Accepting the notion of diversity allows each
society to produce its own framework of governing within its social and historical
circumstances. This argument is fortified by the observation that no specifically
Islamic form of government in history can be displayed for emulation by
modernizing systems.
Fundamentalist rhetoric within these states and proponents of change in line with
the Iranian Revolution and Khumayni’s philosophy have no concrete strategy for
surmounting underdevelopment and achieving administrative reform. Theirs is an
ideological response based on resisting innovative political, economic or adminis-
trative change, unless its aim is to force the establishment of an Islamic system of
government within the fixed Islamic precepts.
Nevertheless, Islam is not uniformly applied in the countries studied here. One
finds greater flexibility and secularism in Syria, Iraq, Morocco and Jordan than in
the rest. Women, for example, who have been historically and universally
subordinate to men in East and West alike, occupy radically different roles in these
countries. Again, in Syria, Iraq, Morocco and Jordan women compete for
administrative positions and other professional careers, vote and get elected, and
serve in the armed services. However, they are denied all these rights in Saudi
Arabia.
Furthermore, social and religious values often appear meshed into the cultural
norms of a society. One has difficulty establishing boundaries or assessing, in a
definitive way, the consequences of religious doctrine and other social structures
33).
8. 92 J. E. Jreisat
such as the family or the tribe. Many studies find the extended family to be a
microcosm of society, inculcating values of age and male superiority, overdepen-
dence on the social context, and helplessness as regards the power-to-be (Sivan,
1985, p. 183). Halim Barakat indicates (in Sivan, 1985, p. 184) that religion is an
important factor in encouraging the Arab individual to accept rather than confront
the situation. It is not surprising, therefore, that Arab political action, national
planning, as well as strategies of administrative reform are generally passive,
idealistic and moralistic, proceeding from visions of the ‘ought’ rather than
knowledge of the ‘is’.
Nakib and Palmer (1976, p. 16) blame the inability of Middle Eastern
bureaucracies to play a more forceful role in the development process on civil
servants unable to divorce themselves from their societies’ values. They describe
Arab bureaucracies as particularistic-putting the needs of the family, the tribe and
the sect before the needs of the state. Such parochial outlooks tend to generate
resistance to innovation and change as they undermine movements towards greater
equity and social justice in bureaucratic decision-making.
In summary, serious institutional tensions and imbalances in the Arab society are
resulting from the incongruity of restrictive cultural and religious influences facing
modernizing cultural transformation everywhere. The charge of ‘Western intru-
sion’ is not as readily embraced as before. By now, Hanifi (1970, p. 163) concludes,
the issue is no longer ‘Westernization’ but ‘modernization’ through institutional
reforms. Bridging the gap between these environmental forces (religious and non-
religious) has not been accomplished. Arab students of administration and
development have not demonstrated creativity in reconciling these incongruities
and in utilizing reasoning processes governed by the discipline of the scientific
method and building upon the foundation of Arabic and Islamic culture.
The bureaucratic system is also intimately associated with the political system
and shares in its characteristics. Hence, comparative and development administra-
tion literatureconsiders the bureaucracy an agent of the state. Heady (1984, p. 407)
concurs when he says: ‘It is almost universally expected that the bureaucracy be so
designed and shaped as to respond willingly and effectively to policy leadership
from outside its own ranks.’
However, the consensus on the conception of political-administrative relation-
ships quickly disappears when one turns to the variations of the practices of such
relationships. These variations include more alternatives than are offered by the
competing models of Communist and Western systems. As Fainsod (1963, p. 234)
suggests, ‘Bureaucracies may be classified in a variety of ways, and the scheme of
classification one adopts will depend on what aspects of bureaucratic behavior one
wishes to highlight and contrast.’ In fact, he identifies five types of bureaucracies:
representative, party-state, military-dominated, ruler-dominated, and ruling. The
first and the last are inapplicable to the seven states in this study. The
representative bureaucracy requires competing party politics that are absent in our
group of states. The ruling bureaucracy assumes nominal political leadership such
as existed during the colonial period.
Consequently, the seven Arab states may be classified under one or more of the
remaining three forms: party-state, military-dominated, or ruler-dominated. Syria
and Iraq, where the Ba’ath Party rules with the help of the military, may be
classified as ‘one-party system’ and ‘military-dominated’ simultaneously. Sudan fits
9. Administrative Reform in Developing Countries 93
the characterization of ‘military-dominated’ for most of its post-independence
history. The others approximate the ‘ruler-dominated’ form in which bureaucracy
is the personal instrument of the ruler ‘who uses it to project his control and impose
his purposes on the people’ (Fainsod, 1967, p. 236).
In the seven states discussed, one may assume that bureaucracy is subservient to
the political leadership in matters that are important to sustaining the regime.
Serious deviations from policies of the ruler are promptly and decisively dealt with.
Political power of appointment and removal from top bureaucratic positions
ensures control of administrative action and personalizes loyalties. However, to
reduce all other types of administrative and organizational behaviour in the society
to submissive and obedient status is to underestimate the power of the bureaucracy
to influence policy outcome and, simultaneously, to protect and augment its
advantages. We find in every state a prominent element of administrative change
that deals with incentives, benefits and privileges favouring civil servants.
Therefore, bureaucracy serves the political regime while exercising crucial powers
of its own as an instrument of change. Conflict between the dormant bureaucratic
power and the manifest political power in these states often results in a stalemate
that inevitably stifles social and economic development.
A second factor contributing to the incongruity of instruments and objectives of
administrative reform in these states is the Western-oriented assumptions inherent
in the reform perspectives. The description of strategies and actions of each country
indicates the adoption of traditional Western philosophy of administrative
rationality and efficiency without sufficient consideration of the influences of
contextual constraints and how they change through time and space.
The copying of Western administrative rationality-in form, if not in substance-
is illustrated in the various processes of administrative reform promulgated by each
state. Focus on organizational structures and procedures, and emphasis on
mechanisms df control and monitoring through further refinements in hierarchy
and rules, are among such illustrations. Reform efforts that attend to civil service
matters often serve the interests of bureaucracy rather than improve administrative
performance. This is especially true of the large resources devoted to managerial
training made in the absence of reliable tests of relevance or reasonable assessment
of impact. Training programmes, converted in many cases to opportunities for
bureaucrats to travel or receive promotions, often advance personal advantages
rather than develop job-related competencies.
In general, most changes in personnel systems to motivate employees have been
preoccupied with issues of security (protection from arbitrary termination) and
economic benefits (wages and incentives). In the absence of serious organizational
and behavioural efforts to set standards of performance, improve evaluation
processes, or develop systematic and reliable methods to improve professional
skills, ethics, and commitment, reform efforts will continue to serve bureaucracy
rather than society.
Thus, reliance on Western norms and techniques of management without
adequate attention to influences of social, cultural, religious and political factors
constitutes a revival of the devalued Western traditional approach of closed-system
analysis, isolating the organization from its environment. This practice is analogous
to a transplantation of an organ without regard to characteristics of the receiving
body, risking rejection and continuation of the ailment.
10. 94 J. E. Jreisat
A third incongruity is an effect of the slow progress made in expanding the
administrative capabilities of developing countries, raising doubt about funda-
mental assumptions that traditional bureaucracy is equipped to deal with the
function of national development. A bureaucracy created to perform the core
functions of government (law and order and regular public services) may not be
well-adapted to the performance of very different functions such as socioeconomic
development (Waldo, 1981, p. 35;Jreisat, 1985, p. 1). (In his examination of public
administration as a catalyst for development in Sudan, Siege1(1984) concludes that
bureaucracy is not really development-oriented, though public servants in general
favour the assumption of such role.)
Not a new issue, the suitability of bureaucracy as a medium of development has
always been uncertain. More than two decades ago LaPalombara asserted that a
bureaucracy ‘heavily encumbered by Weberian-derived norms may for that reason
be a less efficacious instrument of economic change’ (1963, p. 12). Massive
intervention by the public sector, such arguments contend, requires a different
breed of bureaucrats, less adhering to forms, hierarchy, seniority and neutrality,
and more involved in policy definition, implementation and evaluation.
Despite criticisms of its inherent characteristics, bureaucracy remains the main
institution for initiating and implementing change. Braibanti (1969) therefore
concludes that the primary requisite for development is a competent bureaucratic
system. Under conditions of a weak private sector, public bureaucracy is an
indispensable instrument of development. Hence, reforming bureaucracy remains
the key to successful development, notwithstanding numerous common obstacles
facing reform from within and without the bureaucracy.
CONCLUSIONS
The dilemma of administrative reform in these countries resides in the mediocrity
of its results. But an administrative reform project is difficult to implement even in
Western systems. Since the 1930s, unheeded administrative recommendations of
various American presidential commissions far exceed the number adopted. Regan
(1984, p. 546) points out the failures of British administration reforms since the
1950s, despite ‘endless royal commissions and other investigative bodies which
have produced reports, explored various problems, and proposed numerous
reforms’. Bureaucracy in Arab states further differs from other world experiences
in that it has not been subjected to the kind of revolutionary upheaval that would
sever its roots, shatter its sratus quo, and dramatically reorient it to the meaningful
influence of citizens (as has happened in China, for example-see Lee, 1984, p.
37). Rather, all reform efforts attempted, and those being recommended, seem
adopted and implemented within existing structures by personnel operating at the
upper limits of their skills, knowledge and acceptance of change.
Many common obstacles to administrative reform come from within the
bureaucracy itself. The list may include resistance of staff and line personnel to
reform ideas, incompatibility with existing systems, lack of adequate commitment
and support, inadequate skills and insufficient data. These obstacles contribute to
the wide gap between proposed and executed administrative change. One is
compelled to ask whether anything can be done to improve the process, and thus
11. Administrative Reform in Developing Countries 95
the outcome. The response has to be affirmative and may be followed by
prerequisites of specifications:
First, a more realistic approach to reform can be achieved through employee
involvement. The prevalent, elitist, rigid approach does not offer employees the
opportunity to actively participate in or influence change. So exclusivist have most
practices been that employees are never told the reasons for change or the rationale
for decisions.
Second, diagnostic data ought to be collected and discussed openly to inform or
allow those affected to become involved in the redesign of activities. Such
involvement through information and feedback mechanisms results in (a) more
constructive attitudes by employees, and (b) improvements in the quality of all
aspects of reform because of the greater validity and completeness of information
and analysis.
Third, personnel responsible for defining reform policy, and implementing it,
often receive only minimal educational preparation before a reform is begun. Lack
of understanding and expertise by those in command of reform processes results in
the diminished quality and impact of the changes made. Extensive training
programmes to familiarize employees with the new order and to develop necessary
skills are crucial for acceptance and implementation of reform.
Fourth, the pronounced support and commitment of the political leadership is
imperative for the success of reform ideas; bureaucracy in the societies in question
responds to serious prodding by the political masters.
Fifth, incentive systems can replace the appearance of threatening change by
making clear what benefits and advantages will result to employees.
Finally, administrative reform in the seven countries must rest on a systems
perspective rather than a piecemeal approach to reshaping contemporary institu-
tions and administrative behaviour. The systems view considers people, organiza-
tions, processes, interactions and relevant external environment in the analysis and
prescriptions for change. This may be the only means available for developing
societies to provide a complete and integral approach to building administrative
capacity and generating indigenous, exploratory theories and practices of manage-
ment. Such theories and practices cannot be imitative, but must be independently
evolving (converging or diverging from Western theories and practices) as their
objectives and criteria dictate.
12. 96 J. E. Jreisat
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