ALTERNATE ADMINISTRATIVE REORGANIZATION PROCESSES - DUDAS - 2025

The alternative processes of administrative reorganization are the different alternative methods to carry out the restructuring of one or several units or departments of a company, or for the merger of several of them.

This results in an increase or decrease in the level of responsibilities of employees, which may result in the elimination of one or more jobs.

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Restructuring can also establish administrative reorganization when the reporting level of employees is increased or decreased, even if no layoffs occur.

Reorganization does not include redistribution of work to the same level within a unit. It should result in a management organization that leads to greater efficiency and / or takes advantage of the effectiveness of human and financial assets.

There are a wide variety of reasons for a management reorganization, particularly in today's rapidly changing marketplace.

Recurring problems can be a symptom that the organization has not clearly thought about its purpose and overall objectives. Without reviewing both, administrative reorganization is usually a highly reactive and very short-term solution.

List of alternate processes

Empowerment

Empowerment is a whole concept, a new way of managing the company, a management philosophy, in which all resources are integrated: capital, sales, production, technology, marketing, and its people, using efficient and effective communication to achieve the objectives of the company.

Empowerment is where the greatest benefits are achieved from information technology.

In this system the organization, its members and work teams will have full access to use critical information. They will have the authority and responsibility, the skills and the technology to use the information and thus conduct the business of the company.

This instrument replaces the old hierarchy with self-directed work teams, in which information is shared by all. Employees have the responsibility and the opportunity to do their best.

Anyone outside the company can easily discover where it is being inefficient.

Benchmarking

It is a methodology used to investigate the best practices that can be found outside the company or sometimes within, in relation to techniques and processes of any kind, services or products, always focused on continuous improvement and essentially directed towards customers.

Benchmarking refers to learning what someone else is doing and then adapting it to one's own practices, according to what has been learned, executing the necessary changes.

It not only means copying a good practice, but also adapting to your own characteristics and circumstances.

Outsourcing

Subcontracting or "outsourcing" is an innovative method in administration. It consists of transferring certain supplementary processes to third parties that do not make up the company's main business.

This will allow efforts to focus on core activities in order to achieve tangible results and competitiveness.

Outsourcing is defined as the fact of transferring to other external providers some of the decision-making responsibilities of a company and the internal activities of the company.

This process has been increasingly implemented in manufacturing companies over the years, both in the financial sector and in the service area, as well as in different companies in general.

Downsizing

It is the process of administrative restructuring or reorganization of companies that seeks to improve work systems through the adjustment of the number of employees, in order to maintain the level of competitiveness.

Clusters

It is the set of organizations, companies or agents that incur in the provision of a service or in the manufacture of a product and that are geographically close.

Reengineering

It is the radical and rapid design of the strategic processes that add value, as well as the organizational structures, policies and systems that support them, to optimize the productivity and workflows of a company.

Process reengineering is defined as the activity that analyzes the value and operation of the processes that exist in the organization, making essential changes to drastically improve results, depending on the customer.

Telecommuting

Remote work or teleworking is the process that allows employees to fulfill their function in a place other than the office.

The work is carried out in a location remote from the production facilities or the central office, using the new existing communication technologies.

Therefore, it is work that is done remotely using communication and information technologies, in order to sell services and products to the world.

Work networks

It is a means of cooperation that favors and allows the flow of information. The network is formed when two or more people are related to exchange information in such a way that they can advance in the progress of their work.

Information is exchanged voluntarily. To the extent that the information exchanged is relevant to the interests of each participant, the network remains active.

The recognition of related areas and common interests generates the identification of a unifying purpose and thus the work network is established.

Need for a reorganization

Problems do not always cause the need to reorganize. For example, if the company has been conducting strategic planning and this leads to new objectives, these may require the organization to restructure.

For example, if the company wants to expand its market share in a certain region, then the organization may need a new office in that area, more sales staff, etc.

These are some of the reasons that lead management to consider the need for an administrative reorganization:

- An employee makes a reasonable complaint that he is overworked.

- Employees complain that their activities overlap.

- An employee indicates that they do not have enough work to do during the workday.

- Employees complain that they are reporting to more than one boss or supervisor.

- An employee indicates that his job includes very different tasks. For example, you may have a highly complex and difficult project, such as leading strategic planning, and also doing a recurring task, such as sorting much of the organization's daily mail.

- Management notices a large amount of employee turnover. That is, employees do not stay long enough in the organization.

- A major department or function in the organization has recurring problems.

References

1. Miami University (2019). Administrative Reorganization. Taken from: miamioh.edu.
2. Organizational Design (2016). Alternate Administrative Organization Processes. Taken from: administracion166.blogspot.com.
3. Free Management Library (2019). Organizing or Reorganizing an Organization and Its Employees. Taken from: managementhelp.org.
4. Organizational Design Blog (2016). Alternate Administrative Reorganization Processes. Taken from: diseoorganizacionalblog.wordpress.com.
5. McKinsey (2016). Reorganization without tears. Taken from: mckinsey.com.