**5. Necessity of redesign in public organizations**

The necessity of having the factor of redesign in critical situations in public organizations arises from the work of a number of researchers in the field of "public administration."

According to [6, 19], restructuring of public administration refers to reforming its operational processes to achieve its strategic goals, while reforming its organizational structure and institutional framework to support new processes. The reasons for implementing redesign programs in public administration are summarized as follows [20, 21]:


III.**The need to limit public administration costs imposed by fiscal consolidation programs**: The reduction of expenditure is not accompanied by a simultaneous reduction of administrative responsibilities. On the contrary, it is necessary to increase the effectiveness of public organizations since they have to achieve the same results with fewer resources, with minimal results.

The benefits of redesigning public administration can be summarized as follows [22–24]:


According to Decenzo and Robbins [25], redesigning public administration is a particularly difficult task due to the particular characteristics that differentiate public from private organizations.

Redesign programs should be tailored to the specific characteristics of the public sector and include the following actions [12, 26, 27]: defining a vision and a strategy for the organization. Most public agencies lack a clear strategy and focus. Without targeting it is impossible to design redesign programs.

IV. **Detailed description of the procedures performed by the public administration:** Redesigning a process requires defining it in detail: its execution steps, its inputs, and its outputs. Great many public agencies do not have a documented description of the procedures that follow, which makes it quite difficult to improve the process through performance indicators.

i.Measuring public satisfaction with public services

Customers' satisfaction with the outcome of a process and suggestions for improving it are one of the key parameters of process redesign in the private sector. On the contrary, in the public sector this factor is not considered at all.

**93**

*Crisis Management and the Public Sector: Key Trends and Perspectives*

order to identify the constraints in the redesign process.

money, and excellent customer/customer service.

New business processes should be governed by:

2.Define flexible and simple internal procedures

3.Horizontal structures that touch the whole organism

to meet the objective of each business.

1.Integrated and horizontal processes

4.Aim for the correct customer service

5.Employees to participate, responsibly

6.Having a single responsibility center

each business organization.

v.The effectiveness

ii.Study of the legislation that defines the operational process

iii.Examine the transparency obligations of the public sector

Public sector procedures are executed on the basis of a strict legislative framework. During the redesign process, the relevant framework should be studied in

The law is obliged to keep a large number of data on all its acts and decisions, so that their legality can be subsequently checked. This introduces restrictions on redesign, since activities that add no value to the end result should also be

iv.Contribution of the operational managerial framework in public sector

Businesses today, both in the private and public sectors, are called upon to operate and adapt in a complex new environment, characterized by the globalization of the age, complexity, uncertainty, competitiveness, and modern technology. As a result, there is pressure on businesses and organizations as well as public authorities to adapt and respond promptly to change, rational use of resources, high value for

In other words, in order to succeed in any business venture, special attention should be given to planning or restructuring the organization of the business in order to achieve all of the above. Traditional forms of business organization, in our time, are no longer able to cope with the pressures and demands that are

This weakness has led to the need for redesign—restructuring of business processes—processes, so that the new structure of any organization/business is flexible, readily adaptable to new conditions, simple, fast, and horizontal, in order

The methodology for implementing the restructuring of the company's internal operations is based on the diagnosis, thematic problematic processes, and then the planning and implementation of new ones, based on the needs and objectives of

*DOI: http://dx.doi.org/10.5772/intechopen.90855*

foreseen.

created.

organizations

*Crisis Management and the Public Sector: Key Trends and Perspectives DOI: http://dx.doi.org/10.5772/intechopen.90855*

*Public Sector Crisis Management*

minimal results.

costs of executing them.

[22–24]:

system.

public from private organizations.

III.**The need to limit public administration costs imposed by fiscal consolidation programs**: The reduction of expenditure is not accompanied by a simultaneous reduction of administrative responsibilities. On the contrary, it is necessary to increase the effectiveness of public organizations since they have to achieve the same results with fewer resources, with

The benefits of redesigning public administration can be summarized as follows

a.Improving the efficiency of public procedures by reducing the administrative

d.The modernization of the institutional framework and organizational structure of public administration to support its new way of functioning. This

e.Outcome management through indicators and objectives of different categories. This, in turn, leads to more efficient public budgets, based on efficiency

f. Increase the transparency of the state mechanism by keeping and publishing indicators and results. The consequence is the development of a stable business

g.Increasing public interest in public procedures. A well-organized public administration that operates efficiently and with full transparency increases citizens' interest in public participation and strengthens their faith in the political

According to Decenzo and Robbins [25], redesigning public administration is a particularly difficult task due to the particular characteristics that differentiate

Redesign programs should be tailored to the specific characteristics of the public sector and include the following actions [12, 26, 27]: defining a vision and a strategy for the organization. Most public agencies lack a clear strategy and focus. Without

IV. **Detailed description of the procedures performed by the public administration:** Redesigning a process requires defining it in detail: its execution steps, its inputs, and its outputs. Great many public agencies do not have a documented description of the procedures that follow, which makes it quite

Customers' satisfaction with the outcome of a process and suggestions for improving it are one of the key parameters of process redesign in the private sector.

difficult to improve the process through performance indicators.

On the contrary, in the public sector this factor is not considered at all.

i.Measuring public satisfaction with public services

b.Improving the quality of services provided to citizens.

and more effective control of public spending.

targeting it is impossible to design redesign programs.

environment conducive to investment and growth.

c.Increasing public satisfaction with public administration.

reduces bureaucracy and simplifies administrative procedures.

**92**

ii.Study of the legislation that defines the operational process

Public sector procedures are executed on the basis of a strict legislative framework. During the redesign process, the relevant framework should be studied in order to identify the constraints in the redesign process.

iii.Examine the transparency obligations of the public sector

The law is obliged to keep a large number of data on all its acts and decisions, so that their legality can be subsequently checked. This introduces restrictions on redesign, since activities that add no value to the end result should also be foreseen.

iv.Contribution of the operational managerial framework in public sector organizations

Businesses today, both in the private and public sectors, are called upon to operate and adapt in a complex new environment, characterized by the globalization of the age, complexity, uncertainty, competitiveness, and modern technology. As a result, there is pressure on businesses and organizations as well as public authorities to adapt and respond promptly to change, rational use of resources, high value for money, and excellent customer/customer service.

In other words, in order to succeed in any business venture, special attention should be given to planning or restructuring the organization of the business in order to achieve all of the above. Traditional forms of business organization, in our time, are no longer able to cope with the pressures and demands that are created.

This weakness has led to the need for redesign—restructuring of business processes—processes, so that the new structure of any organization/business is flexible, readily adaptable to new conditions, simple, fast, and horizontal, in order to meet the objective of each business.

v.The effectiveness

New business processes should be governed by:

1.Integrated and horizontal processes

2.Define flexible and simple internal procedures


6.Having a single responsibility center

The methodology for implementing the restructuring of the company's internal operations is based on the diagnosis, thematic problematic processes, and then the planning and implementation of new ones, based on the needs and objectives of each business organization.
