Nec systems and structure
- 2. NEC Management System: The Ideal Structure Of The Secretariat and Decentralisation.
- 3. Objectives Appreciate the basic fundamentals of decentralisation Understand the dynamic nature of structures in a volatile environment Give participants appreciation of the need to link organisational design to strategy Provide background to organisational design
- 4. Background To Organizational Design The destination informs the route that one should take People have been organizing their efforts and working together for as long as there have been cultures and societies and long before a scholar thought to study and write about these processes and interactions. Organizations are created and developed to be able to achieve a series of strategic aims, for this reason, the design of an organization must always be aligned and coherent with its strategy. The organization is the principle determining factor of business capabilities and for this reason its development is a key point for the strategic evolution of any organization. It follows therefore that a good organisational design is one that allows an organisation to fulfill its mandate by effectively utilising the available resources
- 5. Why re-design ? ONE Over the lifecycle of an organisation, the external environment becomes more complex, businesses processes, structures and systems that once worked become barriers to efficiency, employee morale and business viability. . TWO Continuous improvement must be the lifeblood of any organization. THREE Organizational structures must be continuously reviewed and designed to ensure delivery of the product or service to the market place or beneficiaries. FOUR Structures must deliver value to key stakeholders usually shareholders and customers
- 6. Signs of outdated structures Redundancies in effort (“we don’t have time to do things right, but do have time to do them over”) Silo mentality and turf battles Lack of ownership (“It’s not my job”) Cover up and blame rather than identifying and solving problems Delays in decision- making People don’t have information or authority to solve problems when and where they occur Management, rather than the front line, is responsible for solving problems when things go wrong Systems are ill-defined and we reward for the wrong things Mistrust between workers and management Misalignment with the strategic intent
- 7. Functions of the NEC. Assist its members with the negotiating acceptable CBAs. Prevent disputes from arising Settle disputes that have arisen between parties to the NEC Ensure that CBA and any regulations for an undertaking are being observed • Advise and assisting employees on their rights of employment • Enforcement of the CBA • Preparation of Accounts By implication the duties of a Designated Agent and Audit of accounts Investments and employment creation.
- 8. Functional Analysis This is a process where you analyze the functions of an organization for purposes of developing a functional structure. You carry out process mapping to map all the process of the organization. Group similar processes into two categories that is Core processes and support processes Group similar functions to form specialty functions ordinarily called departments. Pay attention to important ratios: • Core to support • Managerial to non managerial • Positions to numbers of people • Spans of control.
- 9. Other Functional Considerations Cost implications of the structure Geographical spread Decision making • Centralization and decentralization • Tall or flat – bureaucracy
- 10. Challenges Of Structuring NECs Dealing with legislation and rigidity Narrow scope with respect to mandate and activities. Fluid ownership Lack of strategic direction Cost implications
- 11. Functional Analysis and organizational Design Designing your organisational structure; Understanding the mandate if the NEC and its strategic direction Identify key processes and functions Determine strategic job families Ascertain competencies required for for each job Organizational Structure
- 12. Functional Analysis of NEC Negotiating CBAs Presenting disputes from arising Settle disputes between parties Enforcement of implementation of CBAs Employment creation Investment and revenue generation Research & Capacity building Accounting & Financial Management Administration Human Resources Management PR & MarketingCoreprocesses Supportprocesses
- 13. Recommended Ideal structure Board/Council CEO Core Processes Industrial Relations Employment Creations Investments & Revenue Generations Research & Capacity Support Processes Financial Management Administration Human Resources Public Relations & Marketing Audit Personal Assistant
- 14. Flexible Organizations Many businesses are focusing on CORE activities and shedding of NON CORE activities This has to do with: • Core competencies • Dealing with complexity and change • Size and resources Organizations of today are adopting structures along the lines of Handy’s Three Leaf “Shamrock” Model
- 15. Handy’s Three Leaf “Shamrock” Model 3 Leaf Shamrock Model
- 16. OUTSOURCING Greaver (1999) listed 20 reasons for outsourcing. He categorized them into 6 categories: • Improvement driven reasons • Financially driven reasons • Cost driven reasons • Revenue driven reasons • Employee driven reasons • Organizationally driven reasons
- 17. Going Around The Problem Collective decentralisation leveraging on each other • legalities, • numbers where you have more numbers • Cost sharing model • Revenue sharing model Shared services for the support wing. Outsourcing certain functions especially support services
- 18. THE End SCAN the QR code below to download this presentation https://www.slideshare.net/HeadHu ntersInternati1/the-life-of-an-hr- person-after-employment 2nd Floor, Gold Bridge, Eastgate Shopping Mall, Harare andrewj@headhunters.co.zw 242-252551-4 www.headhunters.co.zw Follow the link below to download this presentation