COIT 20252 Business Process Management | Organizational Design

For this report, you are to critically evaluate and write about DTA’s experience on an information system redesign project. In doing so, you will emphasise its: key functions and business processes; organisational structure and culture; and analysis and design approaches, as depicted in the case study and other relevant sources.

For the main body of the report, you are advised to incorporate the four-part structure outlined below:

Part 1: Processes, Organisational Structure and Redesign

• Organisational background
• Functional units and processes
• Organisational structure and design
• Need for redesign
• Project vision

Answer:

Introduction:

Organizational background:

Functional units and processes:

DTA comprised of four major units namely, Administration and Finance, Field and Eligibility Operations, management information system, Policy, Procedure and Program Management and Management Information System (Yoshikawa et al. 2014).

• Field operation is the maintenance of the local offices. It manages centralized services that assist the operation of the local offices directly. The local offices were responsible to identify the families and individuals who were eligible and needed assistance. After the identification, it is the responsibility of the local offices to provide them benefits and services.
• The policy, procedure and program management is accountable for the writing, reviewing and development of procedures and regulations for all other departments.
• Administration and finance is a department for every administrative and financial function performed in the department.
• The management information system is accountable for all the functions functioning automatically in the department (Al Shobaki and Naser 2016). It includes all the technical infrastructure such as the analysis team, the production support team and the development team.

Organizational structure and design:

The governor appointed a commissioner and he was responsible to lead the department. When the project was initiated the commissioner was a career department employee. The deputy commissioner was from the field and eligibility operation as well a political appointee. The assistant commissioner is responsible for all the four departments and the deputy commissioner has to be informed by the assistant commissioner. The assistant commissioner of administration and finance and MIS were appointed from outside who have no previous experience in social service. The civil servants are protected from the changes. They are not easily terminated as well for the lengthy procedure. The salary structure is set by the state legislature and compared to the private sector is relatively low. Compared to the benefits of private sectors, the benefits are better for this organization. Their restriction on merit pay raises in the management. Although the department has begun automation it did not substitute the retired employees and the employees who are no more working in the department. This resulted in several older employees in the department. In the MIS department, the pay raise was lower than the inflation, very rare training and very few people skill. Although the assistant commissioner in 1992 was from a high rank of computer firm the other employees were only former social workers without any management training. The immediate hiring was done by the assistant commissioner. The decision of implementing Information Engineering Methodology was taken by the assistant commissioner. The project was started with 14 analysts and a manager with good vision for the department was hired.

Need for redesign:

Project vision:

Conclusion:

References:

Al Shobaki, M.J. and Naser, S.S.A., 2016. Performance development and its relationship to demographic variables among users of computerized management information systems in Gaza electricity Distribution Company.

Kuilboer, J &  Ashrafi, N 2006, ‘Information systems redesign in a state social services agency: A case study’, in M. Khosrow-Pour (ed.), Cases on Information Technology and Business Process Reengineering, Hershey, PA, pp. 122-137.