International Conference KNOWLEDGE -BASED ORGANIZATION [620056]

International Conference KNOWLEDGE -BASED ORGANIZATION
Vol. XXIII No 1 2017
CO
NSIDERATIONS REGARDING THE REDESIGN OF MANAGEMENT
SYSTEM OF AN ORGANIZATION
A
lexandru Marius RIZESCU *, George BUCĂȚA **
*“
Nicolae Bălcescu” Land Forces Academy, Sibiu, Romania
** “Lucian Blaga” University, Sibiu, Romania
[anonimizat] ; [anonimizat]
A
bstract: In addition to the current exercise of management functions, managers in any organization,
must pursue a permanent adjustment of the management system at the new changes that have
occurred, and that may be anticipated in the internal and external environment of the organization.
This involves a number of activities of organization change management, components that can be
included in what we call redesigning the organization management.
K
eywords: organizational management, organizational redesign, management system .
I
ntroduction
A great way to streamline content
management through revolutionary management techniques, managerial redesign is determined by the expression of multiple causes:
– manifestation of some major
disfunctionalities in management, as well as
predominantly empirical character;
– coordination, motivation and
communicat ion prevailing deficit and low
capacity of response to environmental challenges;
– nationally and internationally –
questionable competence for large numbers of managers of organizations;
– changing passive attitude towards in
comparison with the new found out i n
multiple positions.
For the redesign of the whole management
of a company, we recommend the following methods:
– achievement of genuine and complex
studies of diagnosis and SWOT analysis
which would identify potential managerial and economic viability of the categorical system by outlining objectives (fundamental, specific and individual);
– reengineering of business processes, as
well as process redesign support or
structural remodel ling;
– support, compatibility of managers to
organizational management positions they fill;
– redesign, mainly by promoting the use of
modern management tools, complex and sophisticated, as well as management on the basis of profit centers or through management improvement;
– objectives of the organizational culture
and managerial staff;
– professionalization of managers and
management. [3]
DOI: 10.1515/kbo-2 017-0 072
© 2017. This work is licen sed under the Creative Commons Attribution-N onCommercial-N oDerivatives 3. 0 License.
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Figure 1: The organizational management
redesign

All companies which are being under the
pressure from the inside or from outside forces (environment, nationally and internationally), but want consolidating their place on a specific market or to "enter" on other markets use the use a scenario methodology structured into different objectives: structures, people, processes and performance. Managers need to start by
analyzing the process of diagnosis, consequence of a strict methodological approach. The most significant information provided by diagnostic study, are: strengths and causes that it generates, the weaknesses and the causes of their occurrence, potential
managerial and economic viability and tactical recommendations. [1]
The first starting point, objectives, aim to the objectives of the management and forms a system of objectives resulting from the development of stra tegies and global
policies. The foundation and development of fundamental objectives, specific and individual derivative, the promotion of strategies and realistic policy means a huge change in the view of the companies and the strategy, present and future , approached
from a performance point of view. Objectives of commitment means that employees and all the groups from the company should be advised for a pronounced strategic dimension and tactic which is absolutely crucial for normal positioning and market, finally very good benchmarks for assessing the functionality and performance. The objectives must be specific, measurable, affordable, relevant and framed in time. SMART translates requirements through the following: objective must be specific, what managers want to get?, must be measurable, able to be quantified; questions managers must answer in order to check what they did, the objective must be in time. [4]

Figure 2: The five step MBO process

For reaching the objectives, work processes
are demanded, with different degrees of
aggregation. The size of their business, support processes and management processes are determined by the complexity of the objectives whose achievement is participating directly. Whereas the construction of the system of goals takes place from "top to bottom" it is necessary to achieve their procedural building looms from complex to simple. As such, collaborative process in reshaping the emergence of totally new work processes,
development of current work processes, reducing or eliminating others, seeks to ensure full concordance between the goals and processes to develop a “maps of processes”, which are pasted into the main activities, generating added value that will be addressed on a priority basis. [2] Work processes must have an appropriate
structural support, organizational structure
and positive organizational objectives. That is why, the third step in redesigning the structural management represents and embodies the resizing of the need for the
posts and functions, top management and execution, operational and functional

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compartments. The next step is decisive in
making sure that there is viability of the company whereas targeting the endowment of management and emp loyees.
Accordingly, the following component is subject to redesign managerial human resources management taking into account that managerial "zone" is extremely dynamic, but also vulnerable, in that the recruitment, selection, employment, evaluation, motivation, improving, promoting and protecting employees and organizational culture. Through human resources quality management ensures the professionalization of the companies: – managers are involved in the adoption of
decisions and justification; inform ation
channels transmitted upwards. They respond exclusively to the quality of decisions and, partially, of the eff ectiveness
in their application; – managers initiate actions needed,
exploiting the information transmitted mainly downwards. Also responsible for the effectiveness of the application of the decisions. [6]
Figure 3: The workforce planning model in
management redesign
In regards to the decision-making
management, there may be component mutations, resulting in:
– delimitation and dimensioning of the
authority or competence of hierarchical
levels;
– improving decisions through a more
scientific justification by ensuring the operability of the adoption and implementation of appropriate formulation in order to ensure an adequate level of qualitative pa rameters, but especially for a
proper scientific substantiation of the decisions it is necessary the fulfillment of two conditions: on the one hand, ensuring the information needed is in proposer quantity and, especially, in structure and with appropriate quality and, on the other hand, calling the decision -making methods
and techniques consistent with the nature of the issues to be resolved (certain decision-making uncertain times, risk); – improving the decisions adopted,
typological upside the share str ategic and
tactical decisions, decisions of risk and uncertainty at higher levels in the hierarchy.
[8]

Figure 4: Understanding the decision- making
management process
In turn, the redesign of the information involves:
– improving the quality and quantity of the
information circulated on the information
flows downward and upward;
– streamlining information and statements
of the routes on which they are moving;
– increasing computerization of business processes, support and management
through the promotion of i nformation
systems performance;
– sophistication of information procedures.
[12]
In others terms, you can't rewind an solid
management process The content served may constitutes the organization, referring to a global diagnostics (recommended in the wider context of the scenario

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methodology) or one or more components
of the organizational structure of process times, the situation in which the diagnosis is the first one. [5] The result of the diagnosis is the diagnostic study. Without it, without capitalizing on
content or in relevant decisions and actions, we may not witness major changes in functionality. In this way, it may ensure the multidimensionality of diagnosis in the sense of emphasizing certain aspects of the nature of the economic, managerial, technical, etc. in proportions that would
justify their share in the fields subject to investigations. At the same time, a participatory dimension in the elaboration of the pronounced clinical diagnosis and effective through active involvement of managers must be ensured in providing
relevant information and in formulating the elements of the essence of the diagnosis.
Stage I: preparing the diagnosis analysis, tracking and securing human conditions, organizational, informational and material required for the ef fective determination of
the diagnostic study.
– the diagnostic team, in compliance with
the terms of multidisciplinarity and the
origin of it;
– establishing the role of each c omponent
of the diagnostic team;
– the type of diagnosis: global and partial;
– scoping subject to investigations in terms
of organization or procedural components
of its structural fold;
– an indication of the period to be covered;
– establishment of typesetting:
instruments, recording and processing of
data and information; given the complexity
of the diagnosis -especially the global -we
recommend the use of simultaneous
multiple methods of collection, recording
and analysis of data and information. Stage II: preliminary (investigation) documentation involves the following aspects.
Stage III: analysis of the economic viability
of the companies and management, extremely dense, complex, it is necessary to use a diversified analysis instrumentation.
[7]
Figure 5 : The organizational diagnosis general
model
Alltogether, managerial restructur ing means
reconsidering the following items:
– applying the principle of "the right man
at the right time and place" for safe and
immediate results;
– concern for the development of
knowledge and managerial skills; – presence of exercising more functions of
planning, organizing and control of
continuous activities, performance and
resources;
– implementation of methods and tools of
management: management by objectives, management through budgets, management through projects, management dashboards, so that all the objectives and results to be measurable and controllable, so that they can interviene anytime with corrective measures;
– information system reorganization of the
firm, so that managerial team to have access to information and accurate reports, comprehensive and well -structured;
– communication and improve managerial
throughout departments;
– revision of the decision- making system,
so that the decisions to be well
substantiated and that there is a future
assessment thereof. [10]
Organizational restructuring means the company analysis and redesign activities in

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line with the new objectives and strategies
of the company:
– the company's organizational structure,
review in terms of hierarchical levels,
responsibility centres, producti ve centres
and support centres;
– redesigning the number and personal
policy, wage policy; – development of controlling departments
for monitoring, analyzing, assessing
financial and commercial performance of the business and the granting of any information ma nagement team in order to
elaborate strategies and policies of the company; [11]
The financial restructuring is aimed at maintaining profitability and business financial equilibrium, through continuous monitoring of revenues and costs and receipts and paym ents with third parties. To
achieve this objective, the following should be considered:
– measures and identification/elimination
of areas that generate cash losses:
production, sales support; range of products or services;
– reducing costs and optimizing the ir
structure according to the volume and value of sales;
– development and follow -up monthly
income and expense budget -level company
and centre of responsibility for compliance with the limits established by the budget and premises for anticipating and reduc ing
losses; – elaboration and monitoring of monthly
and weekly budgets of receipts and payments for the foresight and ensure funding needs for continuation of the activity of the company;
– investment policy review and bank
financing;
– funding policy review: cr edit
commercial client and supplier credit;
– designing and monitoring key indicators
of financial and economic analysis of profitability, liquidity a system of
implementation of financial management dashboards for piloting the efficiency of the business. [9 ]
Conclusions
The restructuring and redesign of management are two important ways organizations change, recommended along with privatization, reorganization,
improvement, modernization,
rationalization. The first of these, restructuring, became a "fashion" of the past few years, even though the results achieved as a result of such an approach cannot be catalogued as being favorable. In terms of management, redesign its retrieval in the category of managerial change is only theoretical, so due to its content without knowing the exact methodology, as well as due to shortage of facts indicating the implications for managerial and economic performance of the organization in general, and in particular economic operators.

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