OVERVIEW OF THE PROCESSES TO BE FOLLOWED BY ORGANISATIONAL DESIGN PRACTITIONERS WHEN RESPONDINGTO REQUESTS ON CHANGES TO THE ORGANISATIONAL STRUCTURES

  1. INTRODUCTION
  2. In terms of the PSA (1994),EAs have all those powers and duties necessary regarding the internal organisation of the department concerned, including its organisational structure and establishment, the transfer of functions within that department, human resources planning, the creation and abolition of posts and provision for the employment of persons additional to the fixed establishment.

1.2.The Cabinet Lekgotla of January 2006 mandated the Department of Public Service and Administration (DPSA) to develop a ‘Guide and Toolkit on Organisational Design’ in the Public Service, with a view to improving the capacity available to the Public Service. As part of this process, the DPSA undertook an assessment of the current capacity of the Public Service to implement the organisational design function. The general assessment was that Organisational Development and Design capacity was unevenly spread within government. The National development Plan (NDP) also indicates that the uneven performance of the public service results from the interplay between a complex set of factors including poor organisational design.

1.3.The assessment of consultation requests submitted by Executive Authorities (EAs) to the Minister of Public and Administration (MPSA), in particular the assessment of management service reports/business cases, also highlight weaknesses with regard to the quality of the organisational design investigations conducted by departments to inform the design of functional structures and capacity establishment requirements.

1.4.Organisational Practitioners in departments, through National and Inter-Provincial Organisational Design and Job Evaluation Forum and capacity building workshops, raised concerns with regard to the lack of a simplified step by step guide on how to conduct organisational design investigations to inform proposed changes to the approved organisational structure i.e. when Practitioners are requested/instructed to create a specific units/posts. This includes lack of skills to prepare management service reports/business cases, including presentation of the findings and recommendations.

  1. THE PURPOSE AND OBJECTIVES OF THE DOCUMENT

2.1.The purpose of the document is:

2.1.1.To provide a simplifiedtool to guide departments in conducting organisational design investigations. However, departments are also required to refer to the detailed processes as contained in the DPSA Guide on Organisational Design, which can be accessed from

2.2.The objectives are:

2.2.1.To enhance organisational design capacity in the public service with regard to the design, implementation and maintenance of organisational structures; and

2.2.2.To empower decision makers in ensuring evidence-based decision making.

  1. BACKGROUND ON THE ORGANISATIONAL DESIGN FUNCTION
  2. Organisational Design refers to the process of aligning the functional structure of a given department with its mandate, with the ultimate aim of improving its efficiency and effectiveness. Organisational design work can be triggered by the need to improve service delivery, to improve specific processes or as the result of a new of revised mandate. It involves, among other things:
  • Understanding the imperative for the impending changes and the working environment.
  • Reviewing the strategy or identifying the problem within a given department.
  • Evaluate whether structural change is necessary to address the challenges identified.
  • Building an understanding of which business processes the department would need to improve. Understanding the business processes, workflows, roles and responsibilities, volumes of work, activity analysis and resources.
  • Designing and testing new models and structures.
  • Assessing the capacity of Departments to function optimally.
  • Identify the Human Resource needs, in terms of personnel and skills needed to address the challenges identified.
  • Planning and managing the transition from the old structure to the new.
  1. ORGANISATIONAL DESIGN INVESTIGATIONS
  2. Organisational design is informed by number of factors. However, organisational effectiveness/work study investigations remains key in organisational design as the findings assist management to achieve the set strategic objectives efficiently.
  3. Organisational effectiveness/work study investigation is based on various techniques such as work measurement and work method study. The investigations focus on all aspects of work.
  4. Work measurement determines the duration the work takes to be performed (time standards) and as a result how many resources i.e. posts will be required to perform such a work. The grading level of posts is determined through the approved job evaluation system.
  5. Method study focuses on task details and the manner in which the job is performed and processes and equipment used. The aim is to improve on processes to ensure effective utilization of all resources involved.
  6. Basic organisational effectiveness/work study investigations involves the following steps:
  • Selection of the job to be investigated
  • Recording of all the required and relevant data about the job
  • Examine analysed data.
  • Develop effective and efficient processes, considering operations management techniques.
  • Evaluate the results and identify options.
  • Define the appropriate and preferred method.
  • Implement the new method.
  • Maintain and improve the standard.

4.6.Departments are required to refer to the 2015 Directive on changes to organisational structures by departments to ensure adherence to the principles, processes, procedures and other compliance requirements.

  1. SUMMARY OF THE ORGANISATIONAL DESIGN PROCESS IN THE PUBLIC SERVICE
  2. DPSA Guide and toolkit on Organisational Structuring Seven phases:
  • Phase 1: Diagnostic.
  • Phase 2: Determine organisational requirements.
  • Phase 3: Design a functional structure.
  • Phase 4: Determine staff establishment requirements and the costing thereof.
  • Phase 5: Completion of the full business case for consideration by the relevant EA and consultation with the MPSA.
  • Phase 6:Implementation phase.
  • Phase 7:Monitoring and evaluating the success of the adjusted or new organisational structure.
  • The processes must be managed as a project.
  • The organisational structuring process is a change process that must be facilitated from top management level.
  • The process should be consultative in nature.
  1. SUMMARY ON STEPS AND METHOD/TECHNIQUES

STEPS / DESCRIPTION / METHODS/TECHNIQUES
6.1.OBTAINING AUTHORISATION TO CONDUCT ORGANISATIONAL REVIEW PROCESS / -Obtain formal approval to carry-out the investigation (it should be clear where the request emanate from and the approval should be in a written form e.g. management minutes).
-Conduct diagnosis to confirm if the problem is structural or not.
-If the problem is non-structural, the department should embark on other relevant and appropriate processes to address the identified challenges/issues.
-If the problem is structural then engage on the review or/and redesign process in line with the Guide and Toolkit on Organisational Design.
-Consider the triggers of organisational change as contained in the 2015 Directive on changes to the organisational structures by departments.
-Consider the design process and approach.
-Develop the project plan.
-Consider all consultation requirements.
-Consider change management activities. / OD Directive
Page 3-11 of the Guide and SDM Toolkit
Chapter 4 and 7 of the Guide and SDM Toolkit
Chapter 4 and 7 of the Guide and SDM Toolkit
6.2.MANDATE ANALYSIS / -Identify where the function derives the mandate from, as well as the limits and boundaries. The analysis will focus on i.e. Constitution; National legislative; Provincial legislative; Policy statements. This will assist in understanding the roles and responsibilities of the department in relation to the implementation of the function under investigation. / Page 2-7, Chapter 3 and Page 7-8 of the Guide and SDM Toolkit
6.3.STRATEGY ANALYSIS / -Conduct broader analysis of the current strategy of the Department, to identify where the function under investigation fits within the overall strategy, mission and vision of the department.
-This process will unpack and describe the “what” of the function under investigation i.e. what need to be achieved by implementing the function. This will in turn guide the formulation of the strategic objectives linked to the function. / Page 2-7 and Chapter 2 and 7 of the Guide and SDM Toolkit
6.4.FUNCTIONAL AREA ANALYSIS / -The process unpacks the function under investigation.
-List and elaborate on all the functional areas in the organisation to identify and assess duplications, overlaps, dependencies and linkages and its relevance to the strategy.
-Assess if the function under investigation cannot be incorporated within the existing function (stop/go decision making). / Chapter 8 of the Guide
Work-study techniques
6.5.SERVICE DELIVERY MODEL AND PROCESS ANALYSIS / -This process describes the “how”, in terms of how the department will deliver the function.
-Brainstorm, List and Elaborate on all the services to be provided.
-Brainstorm, List and Elaborate on all the critical stakeholders and beneficiaries.
-Brainstorm, List and Elaborate on all the duties/activities to be performed.
-Select critical activities that lead to value, delivery effectiveness, quality and cost efficiency.
-Mapping of business processes. This is a step-by-step breakdown of the phases of a process, used to convey the inputs, outputs, and operations that take place during each phase. A process analysis can be used to improve understanding of how the process operates, and to determine potential targets for process improvement through removing waste and increasing efficiency.
-Consider value analysis.
-Confirm the delivery mode and requirements to inform the configuration.
-Consider the context, environment and technological requirements. / Page 8-10, Chapter 8 of the Guide and SDM Toolkit
Refer to business process toolkit
Refer to service delivery model toolkit
Programme Evaluation and Review Technique
6.6.ORGANISATIONAL DESIGN: FUNCTIONAL STRUCTURE
Work design refers to the designing and grouping of tasks in such a way that it optimises the effort and eliminates obstacles and duplication. This includes consideration of factors such as complexity, simplicity and uniformity of work, required skills to perform the work and location. / -Confirm functional grouping.
-Consider the differences between core and support/Programme 1: Administration functions
-Confirm key functional areas/units.
-Confirm purposes of functional areas.
-Confirm key functions within functional areas.
-In formulating functions consider the key legislative mandate, business processes and delivery model.
-Consider the level of implementation (i.e. VIRACE- verify, informed, responsible, and accountable, consult, and execute).
-Consider management proficiency levels (operational, tactical and strategic).
-Clarify the functional location.
-Clarify reporting lines. / Chapter 9 of the Guide and SDM Toolkit
Work-study techniques
6.7.DETERMINE STAFF ESTABLISHMENT REQUIREMENTS
Job design, refers to the designing of specific roles or jobs to be performed in the organizational structure. This includes:
•All the activities to be performed
•The standards for the outputs to be generated
•The input requirements (safety issues, technology, equipment, manuals)
•The incumbent requirements (skills, competencies, knowledge, qualifications, attributes)
•The reporting line (up and down)
•The authority and decision making powers
Questioning Technique to Gather Information about the Job
  • What needs to be done?
  • Why it needs to be done?
  • Where the task should be performed?
  • Why the task is be performed in that area?
  • When should the task be performed?
  • What are the dependencies (before and after)?
  • How is the task performed?
  • Why the task is performed that way?
  • What resources are required to perform the task, particularly technology and human resources?
  • Why the takes should be performed by means of the identified resources?
/ -Conduct job analysis to determine roles and proficiency.
-Assess work volume/workload (workload table)
-Determine the number of resources required and consider Span of Control.
-Develop job descriptions
-Conduct job evaluation
-Confirm the level of the post
-Assess the costs implications
-Engage the Chief Financial Officer and Treasury Budget Analyst responsible for the department.
-Engage the relevant structures and authority in the department. / Refer to the:
OD Guide
OD Directive
Work-study techniques
Job Evaluation Directive
PSR
6.8.DEVELOP BUSINESS CASE WITH RECOMENDATION AND IMPLEMENTATION PLAN / -Finalise the proposal that adheres to the requirements of the 2015 OD Directive.
-Prepare a management service report, presenting the areas to be addressed, investigation conducted, findings, optional analysis and recommendations.
-Develop an implementation plan. / Refer to the Guide and the OD Directive
6.9.SUBMIT TO MPSA FOR CONSULTATION / -Prepare a consultation request, lettersigned by the Executive Authority to the MPSA.
-Attach all the necessary documents stipulated on the 2015 OD Directive. / Refer to the Guide and the OD Directive
6.10.APPROVAL OF THE ORGANISATIONAL STRUCTURE AND IMPLEMENTATION / -Executive Authority receipt of a signed letter from the MPSA containing recommendations, comments or advice on the organisational structure for approval.
-Executive Authority to consider the content of the MPSA letter and approved the organisational structure for implementation in good faith by signing all the pages (including the date) to avoid unauthorized changes.
-The department to submit an approved and signed organisational structure to the DPSA to update the database. / Refer to the Guide and the OD Directive
  1. ENQUIRIES

In case of any enquiries please contact the Director: Organisational Design at the following address:

Private Bag X546

Arcadia

0083

Tel: 0124023800

Email: /

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