Management of Organisational Changes in the Lithuanian Customs
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Abstract
The article analyses the problems of the formation of the Lithuanian Customs business strategy, development and implementation of its programme measures, i.e. strategic changes, organisational and technical innovations.
The article identifies four groups of factors stipulating technical, organisational and social changes within the Lithuanian Customs. Firstly, the factors related to the obligations of EU membership and responsibility for a suitable functioning of the Customs Union, implementation of its strategic objectives, tasks and measures; secondly, the factors of the increase of business competitive ability; thirdly, economic and social threats emerging from the globalisation of international trade; and fourthly, new possibilities for applying computer equipment and technologies in the processes of Customs activity. These factors are important in the stage of developing the Lithuanian Customs business strategy on determining its objectives, tasks and programme measures.
Strategic management, covering the whole process of the strategy development, focuses most of attention to the problems of creating economic, technical and organisational preconditions ensuring the efficient functioning and permanent development of the organisation. However, to implement the developed strategy, the efficiently functioning social human system, suitable organisationalmanagement potential, high quality internal organisation management are necessary.
Upon evaluating the approaches by the authors analysing the theoretical problems of organisational development and characteristics of the Customs service created according to the bureaucratic organisation principles, two directions of customs changes, its structural reorganisations and innovations have been identified:
– Organisational development oriented towards improving the functioning of the whole system in the aspect of social system and human resources. This includes the improvement of interaction between the organisational structures, processes, strategy, human and management culture, development of the efficient information system, combination of internal competition with cooperation, motivation and self-control of employees, education of personality, remuneration systems providing adequate motivation to pursue the achievement of the purposes of the organisation activity and personal development;
– Organisational development oriented towards improving the management of implementing the organisation renovation processes, of its strategic changes, reorganisation of structures and innovations. For this purpose, the functions of the Strategic Planning and Development Division of the Customs Department have been suggested to be expanded to cover not only the processes of developing the strategy, but of its implementation management as well.
Since most areas influenced by the Customs organizational innovations (methods, procedures, systems, etc.) cover business structures (importers, carriers, declarants, etc.), the interaction and cooperation between different organisations involved in the different stages of developing the said innovations are necessary. Therefore, it has been suggested to apply project management structures for this purpose.
The article identifies four groups of factors stipulating technical, organisational and social changes within the Lithuanian Customs. Firstly, the factors related to the obligations of EU membership and responsibility for a suitable functioning of the Customs Union, implementation of its strategic objectives, tasks and measures; secondly, the factors of the increase of business competitive ability; thirdly, economic and social threats emerging from the globalisation of international trade; and fourthly, new possibilities for applying computer equipment and technologies in the processes of Customs activity. These factors are important in the stage of developing the Lithuanian Customs business strategy on determining its objectives, tasks and programme measures.
Strategic management, covering the whole process of the strategy development, focuses most of attention to the problems of creating economic, technical and organisational preconditions ensuring the efficient functioning and permanent development of the organisation. However, to implement the developed strategy, the efficiently functioning social human system, suitable organisationalmanagement potential, high quality internal organisation management are necessary.
Upon evaluating the approaches by the authors analysing the theoretical problems of organisational development and characteristics of the Customs service created according to the bureaucratic organisation principles, two directions of customs changes, its structural reorganisations and innovations have been identified:
– Organisational development oriented towards improving the functioning of the whole system in the aspect of social system and human resources. This includes the improvement of interaction between the organisational structures, processes, strategy, human and management culture, development of the efficient information system, combination of internal competition with cooperation, motivation and self-control of employees, education of personality, remuneration systems providing adequate motivation to pursue the achievement of the purposes of the organisation activity and personal development;
– Organisational development oriented towards improving the management of implementing the organisation renovation processes, of its strategic changes, reorganisation of structures and innovations. For this purpose, the functions of the Strategic Planning and Development Division of the Customs Department have been suggested to be expanded to cover not only the processes of developing the strategy, but of its implementation management as well.
Since most areas influenced by the Customs organizational innovations (methods, procedures, systems, etc.) cover business structures (importers, carriers, declarants, etc.), the interaction and cooperation between different organisations involved in the different stages of developing the said innovations are necessary. Therefore, it has been suggested to apply project management structures for this purpose.
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Authors retain copyright of their work, with first publication rights granted to the Association for Learning Technology.
Please see Copyright and Licence Agreement for further details.
