Proposal and Implementation of a Model for Organizational Redesign and Its Influence on Digital Transformation in the Public Sector

This paper reviewed the literature on the topics of organizational redesign, digital transformation, strategic planning, process management, administrative simplification, continuous improvement, redesign and automation, and also considered the activities developed to implement organizational redesign in the quarantine declared by the Peruvian state as a result of COVID 19, with the purpose of proposing a method for organizational redesign towards digital transformation in public entities, with a strategic and operational approach. For the implementation of the strategic approach, the institutions that functionally depend on the Ministry of Education were involved, considering the current situation in relation to the operational and territorial capacities of each region, to develop the strategic and process design. Likewise, for the implementation of the operational approach, the results of the virtual course on process management for administrative simplification 2 were used, involving several institutions that proposed and implemented improvements towards the digitization of processes, promoting digital transformation. The results of the present work consider the effective time of the administrative procedures and the cost of implementation. The effective time of the procedures was reflected in a reduction of 11% and 52% in the reduction of the cost of the procedures. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Riding on the waves of the COVID-19 pandemic in re-thinking organizational design: a contingency-based approach

Purpose: This paper aims to explore what organizational structural designs and strategies that organizations can seek to adopt so as to enable them to respond effectively to the post-COVID-19 environment conditions. It adopts the contingency theory, which asserts that organizational survival is dependent on the fit between organizational structures and contingencies. Furthermore, the paper applies Miles et al. (1978) typology of business strategy to study four strategic orientations that organizations can adopt in achieving better organizational performances. Design/methodology/approach: A framework of six strategic orientation archetypes is proposed that can support organizations in re-thinking their organizational structural designs for building up and strengthening resilience during the COVID-19 pandemic. The authors explore the influence of transactional leadership and transformational leadership and organizational culture on the adoption of strategic orientation. In addition, the authors developed six propositions. Findings: Organizations that have a prospector orientation tend to focus on creativity and innovation. Organizations that have a defender orientation tend to focus on reducing manufacturing and distribution costs and maintaining or improving product quality. Analyzers tend to be second-movers after prospectors making slower and fewer changes to their products. Originality/value: To the authors’ best understanding, this study is one of the first to explore the interrelationship between organizational structures, situational factors and strategic orientation. © 2022, Emerald Publishing Limited.

Organizational design: the case of SARS-CoV-2 vaccination in a healthcare centre.

Background: Only recently Anti-Covid-19 strategies have been applied through specific vaccines, that are a decisive support to modify the evolution of the disease and to reduce the contagion curve. Along vaccination campaigns, the necessity to guarantee rapidity and effectiveness is a critical challenge for all health organizations; their operative capability is applied to carry out govern plans, to ensure safety of the procedures, to adopt good clinical practices, to help with adhesion to vaccine administration and to monitor adverse effects. Study design: The "Centro Clinico Morgagni" is a private accredited diagnosis and treatment Centre with high specialty departments and several hospital beds. The challenge for its administration was to complete the vaccination of all the staff, so a COVID19 crisis unit was established to assure the control of all activities in the center throughout the pandemic. The goal was to complete the vaccination plan following the guidelines with no risks or harm. Methods: An original organizational model, based on different planning methodologies was developed, its task was to define a standard procedure and to give operational instructions based on ISO 9001 for monitoring the entire vaccination process. Also, the model had to define every responsibility role and it had to follow Joint Commission International's methodologies as far as error barriers, drug conservation risks, drug transport and drug administration were concerned.Furthermore, in agreement with the HACCP system, critical control points were highlighted during all the process. The results have been processed in the form of quick references and illustrative panels based on relevant process aspects, which were given to the staff involved in the operations as reference tools for prompt consultation. Results: The vaccination operations at the Centro Clinico Morgagni took place quickly in only four days: 800 staff units were vaccinated - first and second doses with Covid19 mRNA BNT162b2 (Cominraty) - in three different vaccination centers without highlighting significant events that did not comply with the guidelines, nor deviations from the established goals. More precisely, starting from 277 bottles corresponding to six doses each, only 0.2% was wasted, while ADR monitoring reported a prevalence of adverse effects in females (78%) compared to males (22%). Adhesion for vaccination of qualified personnel, thanks to the activities of the Medical College set up for this purpose, reached 100% of the candidate staff through repeated personalized interviews with only one opposition, compared to the 30 communicated at the beginning. Conclusions: It was necessary to ensure the efficiency of the entire process and the model was tested positively. This model can also provide a security control of all the vaccinated personnel; its schematization allows an easy application and flexibility, thus making it an organizational tool that could be reproduced and transferred to other contexts.

Working Conditions Influencing Drivers' Safety and Well-Being in the Transportation Industry: "On Board" Program.

The conditions of work for professional drivers can contribute to adverse health and well-being outcomes. Fatigue can result from irregular shift scheduling, stress may arise due to the intense job demands, back pain may be due to prolonged sitting and exposure to vibration, and a poor diet can be attributed to limited time for breaks and rest. This study aimed to identify working conditions and health outcomes in a bussing company by conducting focus groups and key informant interviews to inform a Total Worker Health® organizational intervention. Our thematic analysis identified three primary themes: lack of trust between drivers and supervisors, the scheduling of shifts and routes, and difficulty performing positive health behaviors. These findings demonstrate the value of using participatory methods with key stakeholders to determine the unique working conditions and pathways that may be most critical to impacting safety, health, and well-being in an organization.