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Process Management in Public Management of a Transition Country: Case Study of Bosnia and Herzegovina

Salkić Ismet () and Bošnjović Jasna ()
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Salkić Ismet: University of Sarajevo, Faculty of Political Sciences, Sarajevo, Bosnia and Herzegovina
Bošnjović Jasna: University of Sarajevo, Bosnia and Herzegovina

Business Systems Research, 2013, vol. 4, issue 2, 38-57

Abstract: Background: New methods, means and approaches for increasing the efficiency of public administration are constantly being discovered. This paper considers the possibility of applying a new form of organisation-known as the process organisation structure-in public administration. Objectives: The first aim is to conduct research on the extent to which work processes in public administration in Bosnia and Herzegovina are process oriented. The second aim of this paper is to measure the efficiency of public administration in Bosnia and Herzegovina. Methods: The research was conducted through a questionnaire survey and included all governmental levels in Bosnia and Herzegovina. The study involved 112 public organizations' managers in Bosnia and Herzegovina. Results: The first result is that the concept of business process organization has different values depending on the level of government. Another result is that the success of public organizations is different at different governmental levels in Bosnia and Herzegovina. Conclusions: This paper shows that the process-oriented management can be applied in public administration with the result of increasing the efficiency of organisations, thus increasing citizen satisfaction with public services. This paper should encourage managers and leaders to consider applying this model in the public sector, i.e. in public administration.

Keywords: public administration; organization structure; work processes; designing work processes; work efficiency; management of business processes (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:bit:bsrysr:v:4:y:2013:i:2:p:38-57

DOI: 10.2478/bsrj-2013-0011

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