Institutional Architectures to Improve Systems Operations and Management (2012) / Chapter Skim
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Pages 26-30
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From page 26... ...
26 In this chapter, the contributions from organizational development theory and change management in the private sector are described for a better understanding of institutions with a real-time operational orientation and to establish a framework for change management. There are two key challenges in the development of guidance regarding institutional architecture: • Identifying the relationship between effective programs and the process and institutional characteristics that are more versus less supportive; and • Structuring an approach to incremental institutional change based on identification of key change elements and a process to manage the change.
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Therefore, as part of this project, the differences in characteristics of product-oriented (such as traditional state DOTs) and service-driven (operations)
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28 Table 3.1. Key Institutional Differences Between Product and Service Entities Product-Oriented Entities Service-Oriented Entities Culture Tasks are broken down into specialized, separate parts Time management style: focus on what's important Leadership More frequent normative leadership styles Businesses typically organized vertically Centralized decision making Organization Multifunction teams are present but managed by leaders in a hierarchy Coordination across functions is easier, given all resources within a unit are supporting the same product Tasks are rigidly defined in most situations Strict hierarchy of authority and control, many rules Most communication is vertical Internal stakeholder accountability Institutionally supported professional growth Resource Allocation Target-driven innovation based on competitive market analysis More readily available outcome-based incentives Source: Thatchenkery, n.d.
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From page 29... ...
The key features of the CMM approach include the following: • Goals: The conditions that must exist for key process areas/ elements to be achieved in an effective and lasting way. • Maturity levels: Levels of achievement, defined by specific criteria, toward a desirable end-state in which processes are managed by continuous improvement, typically structured from the ad hoc through increasing levels of definition and reliability to fully manageable.
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Table 3.2. Relationship Between Process Capability and Institutional Architecture Increasing Levels of Process Capability to Support Effective Programs Process Elements Level 1 Level 2 Level 3 Element A Criteria Criteria Criteria Element B Criteria Criteria Criteria Element C Criteria Criteria Criteria Changes in Institutional Architecture Support of Process Levels Institutional Elements Level 1 Level 2 Level 3 Element A Criteria Criteria Criteria Element B Criteria Criteria Criteria Element C Criteria Criteria Criteria
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