IMPROVING THE EFFICIENCY OF REGIONAL STRUCTURE OF THE NATIONAL STATISTICAL INSTITUTE IN THE CONTEXT OF MODERN MANAGEMENT CONCEPTS - PART III

Svetla Ivanova

Резюме: In this part of the article is presented benchmarking as a management approach to achieve the desired by the Heads of RSOs result - constant improvement of effectiveness by identifying and implementing best practices. Examined are the roles of the Director of RSO, the Chief Accountant and heads of departments in the process of benchmarking and are defined the key issues of benchmarking, to which each of them must respond so that the procedure be successful. In order to prove that benchmarking can be easily formalized as a management practice in the regional structure of the NSI, six main stages in the process of benchmarking are examined in detail regardless of the form - planning, working with partners, mapping, analysis, action and review.

The article aims to prove that the application of the concept of Lean Management will help the newly created RSOs to streamline the processes by tackling the causes of organizational ineffectiveness, building of management systems capable of supporting new ways of working and commitment of top managers for continuous improvement of efficiency. Presented are also the five basic principles of Lean management, refracted through the prism of business processes in RSOs as well as approaches, techniques and tools, which their heads should stick to. Stages of implementation of Lean management in RSOs - perception, assessment, modeling, action and progress may continue for several years during which customer and employees’ satisfaction, productivity and turnaround time will start to improve.

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Дата на публикуване: 2017-04-03