Organizational Capacity Assessment in Education Bureaus of Addis Ababa, Oromia and South Nations Nationalities People
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Date
2009-06
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Addis Ababa University
Abstract
Education has been suffering from traditional and bureaucratic chains which hamper the
expansion, enrichment and improvement of the relevance, quality, accessibility and equity of
training. In order to alleviate these problems, the Governmel1l of the FDRE establishes
Education Bureaus with a substantial authority of managing Education with in regions under
education and training policy of 1993. This study was conducted with the objective to assess the
strengths and weaknesses of Regional Education Bureaus in light of strategic leadership,
human resources, program and process management, and Inter-institutional linkages.
Methodologically descriptive survey method was used. Data were gathered from 6 process
owners and 3 organizational leaders, 120 pel/ormers, and 41 other employees selected using
random, purposive and availability sampling techniques as appropriate. DalO gathered by
questionnaires, interviews and focus group discussions were ollllfyzed qualitatively and
qual1litatively. Frequency counts and the X2 test together wilh Fisher's exact lesl for
significance of differences were used in the analysis. The results of the study indicated that the
organizations strategy does not undertake environmental scanning and the organizations/ailure
to define Iheir unique place inside the sector as well as the failures of the organizational
s!ructure to indicate formal coordinating mechanisms. The finding also indicated the absence of
human resources forecasts, job descriptions, staff orientation, individual to do training needs
assessments fail' and motivational assessment and reward systems, satisfying compensation
(Illonelmy or non-monetary). Problem solving and decision-making mechanisms, and records of
evaluation results on strategy, program, policy and budgetmy documems were no! sufficientlv
available in Ihe organizations. Organizational linkages have unsatisfactory contribution for
organizational goals and mission. The strengths in the organizations were staffs support for
formal and informal leadership, staffs willingness to undertake leadership roles and try new
suggestion fl'am their leaders and adequacy of decision making at managerial and department
le vels. On the other hand, some weaknesses were observed in areas like environmental
')C(fl1l1il1g, human resourCe fnrecasi. assessing and rewarding, job descriplion, eva/ualion and
organizational linkage. On top of this, undertakillg SWOT analysis to have realistic
1I1u..lerst(lIlding of itself ill relation to ils envirol1lJ1el1f: undertuking hUIIIUII resource Forecasts,
job analysis, staff' orientatioll, hlllnall resource develofJmel1l programs, and fair and
mOlivational assessmellt reward systems el/.I'ure that an orgallizalioll have the righl people to do
the required work in achieving its full potential; Assigning all individual 01' group to plan and
address ongoing infrastructure concerns; establishing adequate maintenance systems with
ongoing maintenance budgets; solving problems related to library & information management
systems; designing problem solving mechanisms to make tilllely, acceptable and achievable
decisiuns; expending an effort to make strategy, program, policy and budgetary doculllents to
lIIelltiol/ procedure, results, filldings and suggestions of evaiulllians; developing fruit /ul/,
aI/going partnerships with extemal organizations were suggested as indispensable ways to
effect the intended performance.
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