few years prior to the national elections in May
2005, the Federal Government had tried to introduce
and shove down the throat of the otherwise change
resistant civil service a "result oriented
performance," a management concept that turned out
to be very unpopular among the bureaucracy that was
long accustomed to a kind of performance not
measured by the quality of the result and the speed
of the delivery.
Electoral politics dictated that reformers in the
Federal Government had to slow it down, according to
gossip. Soon enough though, they had to come back
with another wave of jargon that is now as good as a
household name to the bureaucracy. Which ever
federal or state agency people go to, it is very
likely that heads of these agencies are in endless
meetings trying to reengineer their business
process. They could also be confronted by large size
billboards outlining "visions" and "strategies."
The whole concept is to reform an old bureaucracy
keen to be served by the public so that it provides
transparent, speedy and accountable service. There
are now new business opportunities coming out from
state agencies for the private sector, thanks partly
to the result of BPR, which makes it necessary to
acquire this product and procure that service. In
some places, such as the city transport bureau, it
is the reverse, disclosed gossip. It has been almost
seven months since they have stopped issuing driving
licences to new drivers; gossip owes it to their
"business process reengineering (BPR)."
If people feel they have had enough of the BPR
lingo, gossip advises them to hold their breath.
Soon, they will discover that the whole talk and
tone will transform to a new concept: Performance
Measurement System (PMS). It is a management concept
that introduces a process "whereby an organization
establishes the parameters within which programs,
investments, and acquisitions are reaching the
desired results," according to the books.
Unlike BPR, PMS will not come in a single package.
This time around, PMS will be accompanied by a
Balanced Scorecard (BSC); this is what management
gurus call a tool for performance management. It is
a concept that helps measure whether or not an
organization's lower level activities are in
conformity with its long-term interests. Through the
practice of BSC, managers and leaders of
organizations and state agencies are encouraged to
select measures from the perspective of customers,
internal business process and learning, as well as
These indeed will be concepts and phrases to be
used, over used and perhaps abused by leaders of
state agencies and managers of state enterprises for
years to come, gossip projects. But somebody of
higher authority has to set the tone, though.
Gossip disclosed that members of the Council of
Ministers are scheduled to meet on Tuesday, May 12,
2009, to give their blessing and endorsement to PMS
and BSC. And every official down the state hierarchy
will have the opportunity to enrich his or her
vocabulary on acronyms, gossip anticipates.