DOWNSIZING.
In the early 1990s, downsizing and rightsizing were words that were used freely by elected officials and, often, governmental managers. Over the past three to four years, the use of those terms has diminished slightly but reference to increasing governmental productivity and efficiency continue to be at the forefront of policy maker and taxpayer concerns. As the public continues to demand higher quality governmental services without additional cost, agencies continue to look within themselves for a solution. One of the key areas of study is the organizational structure under which services are provided. .
The traditional organizational structure of most governmental agencies does not lend itself to efficient delivery of services. Organizations have traditionally focused on politics, jobs, and personalities rather than on developing strategies and delivering programs that are geared to current and future customer needs. Shifting this focus requires a total restructuring of governmental organizations as we know them. .
Right-sizing - the same process used effectively in the private sector to develop a more streamlined organizational structure - is the key to making the transition. Through right-sizing, the hierarchical, static organization in which governmental employees are subjected to direct supervision is reduced to a structure that has fewer organizational levels, emphasizes cross-functional teams, is flexible in responding to the demands of constituents, and is more focused on providing optimal public service. .
In a right-sized organization, managers and supervisors focus less on direct supervision but more on leadership, mentoring and coaching. Employees become more empowered and team oriented, working in jobs that are more flexible and require broader skills and competencies. .
Span of Control Analysis .
A successful right-sizing starts with an objective analysis of spans of control.
