Bureaucratic structures and organizational performance: A comparative study of Kampala capital city authority and national planning authority

Matte Rogers
2017 Journal of Public Administration and Policy Research  
Uganda has experienced reasonably good economic and institutional performance for over a decade which has been partly explained by the implementation of public sector reforms including the restructuring of public institutions, crea ting new agencies, and decentralization with the view to rationalize delivery of services (Republic of Uganda, 2010). This paper examines the relationship existing between bureaucratic structures and organizational performance in Kampala Capital City Authority and
more » ... ty Authority and National Planning Authority, which were established under the same vein. Specific objectives include: to critically review the hierarchical nature of organizational structures; to assess the role of rigid rules and procedures on optimal use of re sources, and on the ability to carry out activities and deliver outputs; to assess the effect of group and individual relationships on the ability to deliver functional outputs; and finally to assess the role of leadership on the ability to deliver functio nal outputs. The study is a qualitative review based on secondary literature. The findings indicate that bureaucratic structures are effective if well-resourced and hierarchy is unambiguous; regulations and operational guidelines are critical in effectivel y operationalizing structures, and any lapse in their popularization and enforcement will lead to high levels of impunity and low performance; organizations with bureaucratic structures should pay attention to group factors; and choosing an organizational structure is a risk minimization decision process. Lastly, it is noted that leadership style that is rational in appreciating and not compromising national political interests while exercising technical professionalism is critical in obtaining greater leve rage for the delivery of strategic outputs of the organization. The study does not however quantify the relative effects of structures on performance and this provides an area for further research.
doi:10.5897/jpapr2016.0377 fatcat:36ywgvjjnjg7tjd2py2s7hhl44