How to manage programmes for a learning organization that is projectized and employee empowering
The aim: manage the programme cycle in such a way that the program:
Sets a comprehensive framework within which various projects are conceived adequately responding to specific needs and rights;
Ensures that the various specific projects actualize a unitary vision and act in a synergetic manner being reciprocally sustaining and reinforcing;
Promotes a trusting and transparent communication climate both internally (amongst programme team) and externally (with partners and donors);
Generates a “learning organization” climate, so that programme management function as an empowerment of project managers, who also are capable of delegating responsibilities and motivate their subordinate to assume responsibility for their tasks.
Creates a work environment where organization personnel and its partners feel ownership of activities, outcomes and impacts;
Is a programme constantly re-engineered in itinere through the feedbacks of programme evaluations that make possible understanding what are the most suited actions to respond to the target populations problems and identifies the managerial approaches best suited for achieving the expected results;
Utilizes the evaluations reports to understand the knowledge needs of the organization and consequently make investments in HR capacities development;
Promote a localization of senior managerial responsibilities so that there is less need of permanent expatriate staff, who will act as time-bound mentors rather than permanent controllers.
Resource implications
By generating increased capacity of local Organization personnel to design projects and respond to call for proposals by international donors, Organization programme in Nepal will become less dependent on unrestricted funds.
By promoting increased participation of partners in designing and implementing projects, projects will increasingly avail of partners’ capacity to access and share additional resources.
The learning organization environment and the consequent investments in capacity development will upgrade the HRs and give returns in terms of improved efficiency and efficacy of resources allocations.
By generating the conditions for increased responsibility of local staff in senior management posts, the programme will be less dependent on expatriate staff, so it will be more cost effective and will limit the loss of institutional memory associated with frequent senior leadership changes.
See also normative principles of program management
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The basic assumption of this
manual is that the best managerial style for a
development aid organization is of designing and managing itself and its
a projectized organization
Only organizations that are projectized and that empower their employees create a communication climate such as to work strategically, collaboratively and cost-effectively, being innovative and accountable.