MOGADISHU UNIVERSITY
FACULTY OF ECONOMICS AND MANAGEMENT
SCIENCEs
DEPARTMENT OF PUBLIC Administration
TITLE OF THE DISSERTATION
THE EFFECT OF BUREAUCRACY ON PUBLIC SERVICE
DELIVERY IN SOMALIA, CASE STUDY BANADIR REGION
Supervisor
Student
Avv. Mohamed Husein Hamud
Mohamud Jama Hashi
Academic year: 2015-2016
APPROVED
This thesis is submitted in partial fulfillment of the requirement for the degree of
PA in Public administration.
Mogadishu University
Academic year: 2015-2016
For Graduate Committee
Dean of the Faculty of Economics and Management science
i
DECLARATION
I hereby declare that the intellectual content of this dissertation is
the product of my own work and that, to the best of my knowledge and
belief, it contains no material previously published or written by another
person nor material which has been accepted for the award of any other
degree or diploma of the University or any other institute, except where
due acknowledgement and references are made in the text.
The title of my study is:
THE EFFECT OF BUREAUCRACY ON PUBLIC SERVICE
DELIVERY IN SOMALIA, CASE STUDY BANADIR REGION
Supervisor
Student
Avv. Mohamed Husein Hamud
Signature
Mohamud Jama Hashi
............................................
Mohamud Jama Hashi
Date
........../............../.................
Certified by:
Signature
Date
Avv. Mohamed Husein Hamud ............................................... ....../.........../............
ii
DEDICATION
This work is dedicated to my dear Uncles, Abdul Dahir Dirie and Abdillahi Dahir
Dirie, whom fend me to attend Mogadishu university, my father, Jama Hashi
Abdulle who encourage me to study when I was a child, my brother, Abdikafi
Jama and Feisal Abdul, whom endured hardships for me until this day, and m y
also beloved dear brothers special thank for my dear brother, Nur Jama and my
dear beloved pals Jama Abdi-qani Mohamud, Mohamud Hassan Abdulle and Salad
Mohamed Nour, and all my brothers and sisters for their kind of support during the
time of study.
May Allah reward you abundantly.
iii
ACKNOWLEDGEMENT
“Praise be to Allah!” my special thanks to the Abdul Dahir Dirie for granting
me the opportunity to be part of this programmed and for bringing me to a
successful end.
I would like to convey my gratitude to my supervisor Avv. Mohamed
Husein Hamud for his incredible commitment, knowledge and guidance in this
research.
I would like to thank the staff of the Banadir region for the materials that gave
me more insight into this research.
I am very grateful to all those who availed themselves by taking their precious
time to fill out my questionnaires and in many ways supported me with needed
information that culminated into these precious materials in advancement of the
field of administration.
My sincere gratitude goes to the Management of Mogadishu University
especially, Mr. Adam Ahmed Hussein, the Dean Faculty of Economics and
Management Science,
Lastly, but most importantly, I would like to thank my friend (Odawa) and ants
(Ubax, Xabibo, Fadumo and Jawahir) for their support and prayers that sustained me
throughout this studies.
iv
TABLE OF CONTENTS
APPROVED ........................................................................ i
DECLARATION ................................................................ ii
DEDICATION................................................................... iii
ACKNOWLEDGEMENT ................................................. iv
TABLE OF CONTENTS ................................................... v
LIST OF TABLES ............................................................. ix
LIST OF FIGURES ............................................................ x
ABSTRACT ...................................................................... xi
CHAPTER ONE ................................................................. 1
INTRODUCTION .............................................................. 1
1.1 Background of the study ..................................................................... 1
1.2 problem statement ............................................................................... 6
1.3 Objective of the study ......................................................................... 7
1.3.1 General objective .............................................................................................7
1.3.2 Specific objectives ...........................................................................................7
1.4 Research questions .............................................................................. 7
1.5 Scope of the study ............................................................................... 8
1.6 Significant of the study ....................................................................... 8
1.7 Conceptual framework ........................................................................ 8
v
CHAPTER TWO ................................................................ 9
LITERATURE REVIEW ........................................................ 9
2.1 Definition of bureaucracy ................................................................... 9
2.1.1 Pre-colonial era in Somali society ..................................................................10
2.1.2 The role of elder’s councils ............................................................................ 10
2.1.3 Public institutions in colonial era (1880-1960) ............................................... 11
2.1.4 Italian protectorate ......................................................................................... 11
2.1.5 Max Weber’s bureaucratic theory ..................................................................12
2.1.6 Criticisms of bureaucracy .............................................................................. 13
2.1.7 Effect of bureaucracy within an organization ................................................. 15
2.1.8 Characteristics of bureaucratic organizations.................................................. 16
2.1.9 The formalization of major types of bureaucracy ........................................... 16
2.1.10 Minimization of bureaucracy in organization ............................................... 18
2.1.11 Some benefits of bureaucracy in organizations ............................................. 19
2.2 Definition of public service delivery ..................................................19
2.2.1 Types of public service delivery .....................................................................19
2.2.2 Patterns of public service delivery ..................................................................21
2.2.3 Performance of public service delivery .......................................................... 21
2.2.4 Indicators of customer satisfaction .................................................................24
2.2.5 Features of public services delivery................................................................ 26
2.3 Summary............................................................................................27
2.4 Conclusion .........................................................................................27
vi
CHAPTER THREE .......................................................... 28
METHODOLOGY ............................................................... 28
3.0 Introduction .......................................................................................28
3.1 Research design .................................................................................28
3.2 Research population ...........................................................................28
3.2.1 Sample size ....................................................................................................29
3.2.2 Sampling procedure ....................................................................................... 29
3.3 Research instrument ...........................................................................29
3.3.1 Validity and reliability of the instrument ........................................................ 30
3.4 Data collection methods .....................................................................30
3.5 Data analysis ......................................................................................30
3.6 Ethical consideration ..........................................................................31
3.7 Limitation of the research ..................................................................31
CHAPTER FOUR ............................................................ 32
DATA PRESENTATION AND ANALYSIS .................. 32
4.0 Introduction .......................................................................................32
4.1 The affect of social and demographic characteristics of respondents ..32
4.2 The effect division of labour and departmental co-operation ..............37
4.3 The effect rules and principle of innovation .......................................40
4.4 Demonstrated by bureaucracy ............................................................43
4.5 Demonstrated by public service delivery ............................................47
vii
CHAPTER FIVE .............................................................. 54
FINDINGS, CONCLUSION AND RECOMMENDATIONS .... 54
5.1 introduction ........................................................................................54
5.2 findings ..............................................................................................54
5.2.1 Division of labour and collective of work activities ........................................ 54
5.2.2 Established procedures, rules and regulations on service delivery .................. 54
5.3 recommendations ...............................................................................55
5.3.1 Division of labour and departmental co-operation .......................................... 55
5.3.2 Effects of rules and principle of innovation on service delivery ...................... 55
5.3.3 Authority structure and information distribution ............................................ 55
5.3.4 Consideration of technical competence in employment and promotion ........... 55
5.3.5 Bureaucracy and public service delivery ........................................................ 56
5.4 conclusion ..........................................................................................56
REFERENCES ................................................................. 57
APPENDICES ......................................................................
APPENDIX (A) ....................................................................
Questionnaire ........................................................................
viii
LIST OF TABLES
Table 3.1: Range scale measurement ................................................................................... 30
Table 4.1: Demonstrated by Age of Respondents................................................................ 32
Table 4.2: Demonstrated by Sex of the Respondents ........................................................... 33
Table 4.3: Qualification ...................................................................................................... 34
Table 4.4: Demonstrated by Marital Status .......................................................................... 35
Table 4.5: How long have you engaged with Banadir region? .............................................. 36
Table 4.6: the function of your department depends on partnership with other departments
within the Banadir region. ................................................................................................... 37
Table 4.7: Partnership of departments collectively produces the desired efficiency and
increase in productivity. ...................................................................................................... 38
Table 4.8: Departments have the technical capacity required to carry out its functions. ........ 39
Table 4.9: There are established procedures to guide every office as to the way of working. 40
Table 4.10: it is necessary to have these rules and regulations directing your conduct and ways
of working. ......................................................................................................................... 41
Table 4.11: you are working according to rules and regulations to eliminate favouritism. .... 42
Table 4.12: Officials of the Banadir Region believe that citizens are their clients. ................ 43
Table 4.13: Officials of the Banadir region have ability to influence social and economic
development of the citizens. ................................................................................................ 44
Table 4.14: Banadir region needs administrative reforms for better service delivery. ........... 45
Table 4.15: Inadequate salary and remuneration of the workforce affect the quality and
effectiveness of service delivery. ......................................................................................... 46
Table 4.16: Do you agree that customer service you rendered and the time it takes to answer
customer request is unsatisfactory? ..................................................................................... 47
Table 4.17: Service delivery by public officials at the Banadir Region is facilitated depending
on whom you know. ............................................................................................................ 48
Table 4.18: Public reaction for poor services negatively affects the government security. .... 49
Table 4.19: Do you agree with public’s perception that service delivery in private businesses
is better than Banadir Region? ............................................................................................ 50
Table 4.20: Descriptive analysis table ................................................................................. 51
ix
LIST OF FIGURES
Figure 1.1: Conceptual framework ........................................................................................ 8
Figure 4.1: Demonstrated by Age of Respondents. .............................................................. 33
Figure 4.2: Demonstrated by Sex of the respondents ........................................................... 34
Figure 4.3: Qualification ..................................................................................................... 35
Figure 4.4: Demonstrated by Marital Status......................................................................... 36
Figure 4.5: How long have you been engaged with Banadir region? .................................... 37
Figure 4.6: the function of your department depends on partnership with other departments
within the Banadir region. ................................................................................................... 38
Figure 4.7: Partnership of departments collectively produces the desired efficiency and
increase in productivity. ...................................................................................................... 39
Figure 4.8: Departments have the technical capacity required to carry out its functions. ....... 40
Figure 4.9: There are established procedures to guide every office as to the way of working.41
Figure 4.10: it is necessary to have these rules and regulations directing your conduct and
ways of working. ................................................................................................................ 42
Figure 4.11: you are working according to rules and regulations to eliminate favouritism. ... 43
Figure 4.12: Officials of the Banadir Region believe that citizens are their clients................ 44
Figure 4.13: Officials of the Banadir region have ability to influence social and economic
development of the citizens. ................................................................................................ 45
Figure 4.14: Banadir region needs administrative reforms for better service delivery. .......... 46
Figure 4.15: Inadequate salary and remuneration of the workforce affect the quality and
effectiveness of service delivery. ......................................................................................... 47
Figure 4.16: Do you agree that customer service you rendered and the time it takes to answer
customer request is unsatisfactory? ..................................................................................... 48
Figure 4.17: Service delivery by public officials at the Banadir Region is facilitated depending
on whom you know. ............................................................................................................ 49
Figure 4.18: Public reaction for poor services negatively affects the government security. ... 50
Figure 4.19: Do you agree with public’s perception that service delivery in private businesses
is better than Banadir Region? ............................................................................................. 51
x
ABSTRACT
Banadir region has fast been growing into a big Municipality. Day after day,
it receives a very large number of people who come to transact businesses,
attend workshops, conferences, seminars, funerals and other forms of functions.
Businesses have rapidly sprang up over the last decades, thereby bringing pressure
on the few and available social facilities, as well as public service provided by the
Banadir region. Banadir region is the local administrative authority mandated to
provide services for accelerated development and does this through bureaucratic
procedures outlined by Max Weber. However, its bureaucratic machineries
rather than fuelling development programmed through public service delivery is
said to have hindered the growth expected due to excessive bureaucratization of
administrative processes, coupled with corruption.
This study was therefore to; identify bureaucratic challenges that the Banadir
region encounters in service delivery and the extent to which these challenges
effect on services to the people of the Region. It is also to develop measures
to minimize excessive bureaucracy in the working process of officials of the
Region. It engaged adopted questionnaires as a sample to ask for views from
respondents about the effect of bureaucracy on service delivery.
The study revealed among others that yet though there is a clear practice of division
of labour, departments lack technical equipment to effectively coordinate their
activities, thereby resulting in delays in meeting the expectation of clients. In
addition, there was an overpowering agreement to the fact that the Banadir region
low productivity, due to excessive bureaucracy could negatively effect on the
performance of the central
government and federal government. The study
concluded by recommending that Banadir region should be made to go through
bureaucratic reforms and offer its staff standard training programmed on customer
care and satisfaction. It is also to provide competent adequate offices to enhance
service delivery.
xi
CHAPTER ONE
INTRODUCTION
This chapter contains the introductory sections of the study and these include
background to the study, problem statement, research objectives and research
questions, the scope of the study, significance of the study and the conceptual
framework of the key terms.
1.1 Background of the study
The term bureaucracy is often heard and used in connection with the conduct
of public affairs and the activities of public officials in particular (Justice, Okereke, &
Ogbonna-Nwaogu, 2009). The administration of a country is run not only by ministers
who are rather amateur in the art of administration but by the civil servants. The point
to note is that the minister depends upon the expert advice of the bureaucracy (i.e civil
servants). Moreover, the period of office of a minister is not fixed since the minister is
like a bird of passage while the civil servant goes on forever. The politician is as
changeable as the climate. The government is not the minister’s alone but also that of
the civil servant or bureaucracy. The real burden of government, which is about
running the administration falls on the shoulders of the bureaucracy, which is
responsible for the administration of a country (Justice, Okereke, & OgbonnaNwaogu, 2009).
In global: the system of bureaucracy is as old as ancient civilization. It existed
in the ancient period in Rome, China, India and several other countries. Their duties
were fixed in the statecraft (the art or skill of conducting government affairs) of those
periods. Some account of the development is available throughout the pages of
history. However, their duties were limited to spheres of taxation, collection of taxes,
maintaining records, gathering data for the information of the king, conveying the
orders of the kings to the public, maintaining accounts, controlling the treasury and
managing the affairs of the palace. But with the systematic development of state craft
during the middle ages and the development of the activities of the modern states, the
function of civil servants were highly enlarged. The term bureaucracy was first coined
1
by Vincent De Gournay in 1712, a French economist, in the eighteenth century. He
had observed that: “We have an illness in France which bids fair to play havoc with
us, this illness is called bureaumania”. The dictionary of the French Academy
accepted the word in its 1798 supplement and defined it as “Power influence of the
heads and staffs of government bureaus” (Justice, Okereke, & Ogbonna-Nwaogu,
2009). Max Weber’s View was in 1864 who first founded the sociological study of
bureaucracy, which has become most familiar with social scientists. What Weber was
concerned most was to discover the canons of social behaviour of democracy. In
effect, the focus was not to depict and suggest goodness or badness but to suggest a
standard model. To this end, his concept does not represent average attributes of all
the existing bureaucracies or other social structure. It is rather a pure type in itself
derived from the most characteristic bureaucratic aspects of all the loans organizations
(Justice, Okereke, & Ogbonna-Nwaogu, 2009). It was in 1895 that bureaucracy was
discussed as a subject of importance in its own right by Mosca in his Elementi di
science Politica. Mosca regarded bureaucracy as being of fundamental importance to
the government of great empires and classified political systems into feudal and
bureaucratic. His book was translated into English as the Ruling Class (Justice,
Okereke, & Ogbonna-Nwaogu, 2009).
In Africa: after the end of colonial rule, the emerging free states – called the
Third World Countries of Africa, Asia, Latin America, etc., started the process of
socio-economic development which led to phenomenal expansion of bureaucracy and
the rise of a new class, a bureaucratic bourgeoisie (capitalists) in many of these
countries. This class soon acquired social and political paramount on account of the
various political and social factors. This new class was western oriented and trained in
western methods of administration. With the aid of western countries in the form of
training abroad and financial assistance for development projects, these new classes
of administrators were able to establish bureaucratic authoritarianism and hierarchical
formalism, which substituted for mass mobilization and popular participation - the
two essential ingredients of development administration. In fact, the speed of change
in different functional sectors of developing countries, especially Africa, was not
uniform. Development in public administration technically, takes place more rapidly
2
than in political institutions like the political executive, legislative, electoral processes
etc. This, therefore, makes bureaucracy more dominant in the developing societies
and it is exercised disproportionate influence resulting in several serious
consequences, such as inefficiency and lack of initiatives, gross violation of
administrative responsibility, etc (Justice, Okereke, & Ogbonna-Nwaogu, 2009).
In Somalia: Somali people have an ancient bureaucracy and administrative
system. The traditional Somali governance structure and the challenges posed by
Westphalian norms imposed by external actors since the colonial period and the fact
that the colonial borders are still the official ones demarcating the state of Somalia
(Sand, 2011 ). According to Bassiouni and Lloyd (2006) Somalia today is characterize
as a weak or failed state with strong communities. The strength of communities,
especially to mobilize themselves to provide social services, should not be dismantled
or reduced as the state is rebuilt. The Transitional Federal Charter, signed in February
2004, specifies that Somalia “shall have a decentralized system of administration
based on federalism.” The key construct in this regard is a proposed four-tier
administrative hierarchy: federal, state, regional, and district. The Charter articulates a
division of functions and powers between the federal and state governments but does
not identify specific responsibilities for regions and districts. The vision for the
architecture of government is for a minimal, lean, efficient federal structure of
institutions to serve regions and localities and embody good governance processes of
transparency, accountability, and participation, with well-defined decentralization
structures for local governance that are operational. The priorities are to (a) determine
detailed functions for each tier of government according to the Transitional Federal
Charter and the constitutional process; (b) determine staffing needs, budget, and
recruitment and deployment plans for each ministry and department; and (c) begin to
implement these plans for federal, state, regional, and local government. As well as
Federal, government of Somali’s nature of administration has been showed by various
authoritative procedures that don’t venture the goals of a responsive administration.
Administrative lapses in the Assembly can be outlined to unnecessary application of
rules, regulations, procedures, methods, stringent policies and decisions, poor attitude
towards work, bribery and corruption. Administrative structures, rules and regulations
3
that are to be implemented to make public service meet customer happiness are
procedurally oriented, inflexible, and apathetic to the needs of service consumers. It
services, consumers have time and again began to question the effectiveness of
Somali federal government’s bureaucracy. Payment procedures tend to be rather
unintelligible, non-transparent, unpredictable, cumbersome and full of excessive
delays.
The study was adopted bureaucracy theory developed by Max Weber (18641920) The German sociologist Max Weber described many ideal-typical forms
of public administration, government, and business in his 1922 essay, The Nature,
Conditions, and Development of Bureaucratic Herrschaft published in his magnum
opus, Economy and Society. Webe (2015) His critical study of the bureaucratisation
of society became one of the most enduring parts of his work. According to Richard
and ola (2005) and Ritzer (2009) the theory underlines that Weber It was who began
the studies of bureaucracy and whose works led to the popularization of this term.
According to Marshall and Sashkin (2003) Many aspects of modern public
administration go back to him, and a classic, hierarchically organized civil service of
the Continental type is called "Weberian civil service" (Hooghe, 2001). As the most
efficient and rational way of organizing, bureaucratization for Weber was the key part
of the rational-legal authority, and furthermore, he saw it as the key process in the
ongoing rationalization of the Western society. Richard and ola (2005),
Ritzer
(2009) Although he is not necessarily an admirer of bureaucracy, Weber does agree
that bureaucracy constitutes the most efficient and (formally) rational way in which
human activity can be organized, and that thus is indispensable to the modern world
(Weber M. , 2015). According to Weber (2015) specifies that both the public and
private bureaucracy is based on specific competencies of various offices. These
competencies are specified in various rules, laws, and administrative regulations. This
means there is a rigid division of labor; chain of command is established in which the
capacity to coerce is specified and restricted by regulations; there is a regular and
continuous execution of the assigned tasks by people qualified in education and
training to perform them.
4
In conceptual perspective, the term "bureaucracy" is French in origin, and
combines the French word bureau – desk or office – with the Greek word κ άτο
kratos – rule or political power (Dictionary, 2013). A bureaucracy is "a body of nonelective government officials" and/or "an administrative policy-making group"
(Dictionary,
2013).
administration managed
Historically,
by
(freedictionary.com, 2013).
departments
bureaucracy
staffed
with
was government
nonelected
officials
Today, bureaucracy is the administrative system
governing any large institution (freedictionary.com, 2013).
According to (Anwaruddin, 2004) public service may be defined as all
activities delivered by government to fulfill those needs that society requires to go
through life. According to Asaju, Adagba, and Anyio (2013) Service here implies
tangible and intangible goods and services provided by the government in order to
improve the well-being of the citizenry.
According to Carlson, Lamalle, Fustukian, Katy, Sibbons, and Sondorp (2005)
conceptualized service delivery as the relationship between policy makers, service
providers and poor people. According to them, it encompasses services and their
supporting systems that are typically regarded as a state responsibility. These include
social services (primary education and basic health services), infrastructure (water,
sanitation, roads and bridges) and services that promote personal security (justice,
police etc). According to ALORNYEKU (2011 ) bureaucracy is a type of formal
administration with the characteristics of division of labour, rules and regulation,
hierarchy of authority, impersonality of social relationships, standard procedures
defining each job and technical competence, etc... The essence of bureaucracy is to
enable large organizations to be managed, to achieve efficiency and be more
accountable to the people.
In other words, bureaucracy is the coordination of
organizational activities for effective, efficient and economical provision of services
by public and private organizations.
In contextual perspective, when bureaucracy institutions fail to meet the
expectations of consumers in service delivery, the current effects result in serious
consequences on political, social and economic growth of a state (Alornyeku, 2011).
5
However, in our best awareness, the service of bureaucracy institutions in Banadir
region seems not to be professional and knowledgeable to provide its assigned tasks
too successfully. Therefore, this study will investigate the affect of bureaucracy on
public service delivery in Banadir region.
1.2 problem statement
Efficient, responsive and prompt service delivery is now prominent agenda of
most countries. People cannot get easy access to public services if they don’t know
about formalities and other requirements in connection with receiving public services
in advance. Informed citizen can properly seek service fulfilling the responsibilities in
their side. Therefore, the provisions of bureaucracy information and public service
delivery have strong relationship. Service delivery can be seen from two perspectives;
one from service provider’s perspective and another from service seeker’s
perspective. Pervasive unawareness on the part of the service seekers and lack of
citizen friendly way (responsive behavior or positive attitude) on the part of the
service provider can lead to slow and ineffective service delivery (Tamrakar, 2010).
According to Tamrakar (2010) quoting K.C. (2008) Argue that the lack of
information and complex regulations with hierarchical authorities could be further
barriers to citizens/ customers in dealing with government services. This creates the
frustration, dissatisfaction among citizens toward government. The growing
dissatisfaction with the performance of the public sector in delivering goods and
services has focused attention on ways, which does not improve the quality of service
delivery by the public sector. Improving delivery of public services means redressing
the imbalances of services to all levels of society; enhancing welfare, equity and
efficiency, etc. It also means a complete change in the way that services are delivered.
A shift away from inward-looking, bureaucratic systems, processes and attitudes,
towards new ways of working, which put the needs of the public first, is better, faster
and more responsive to meet those needs.
According to PSM (2003), the standards of public service should be instructed
in line with customer expectations for efficient, fast and friendly services. Consumer
concerns are for reliability, credibility, accessibility and timelines in service delivery.
6
The issue of this study is much concerning about public service delivery in
Banadir region has become more bureaucratic and poor public service delivery by
searching the extent that consumers of public services in the region have become
frustrated.
1.3 Objective of the study
The objectives of this study are two folds:1.3.1 General objective
The study is to explore the effect of bureaucracy on public service delivery in
Banadir region.
1.3.2 Specific objectives
To achieve general objective, the current study will also discover the
following specific objectives:1. To find out bureaucratic challenges which consumers encounter in service delivery
in Banadir region.
2. To know bureaucratic principles impact on service delivery to consumers.
3. To examine how Banadir region use bureaucracy to improve service delivery and
ensure consumers satisfaction and care.
1.4 Research questions
1. What are the bureaucratic challenges, which consumers encounter in service
delivery in Banadir region?
2. What extent do bureaucratic principles impact on service delivery to consumers?
3. How can Banadir region use bureaucracy to improve service delivery and ensure
consumers satisfaction and care?
7
1.5 Scope of the study
This study is concerned with investigating the effect of bureaucracy on public
service delivery in Banadir region. The study time ranges from September 20, 2015 to
May 25, 2016.
1.6 Significant of the study
This study is important for Federal Government of Somalia in general and Somali
citizens in particular because this study enlightens how a bureaucracy affects on a
public service delivery, which ought to be delivered to the population of the country.
It is expected to be helpful for the Bureaucracy industry in Somalia, especially
government
ministries,
municipalities
and
agencies.
As
findings
and
recommendations will provide in the conclusion of this research, government
institutions will recognize the extent of affect of bureaucracy on their public works.
This study is also helpful to any potential researchers who will be interested in
making further study in this area as literature in coming years.
1.7 Conceptual framework
Figure 1.1: Conceptual framework
Bureaucracy (IV)






Public service delivery (DV)
Leadership authority
Division of labour
Specialization of hierarchy
Up-focused” or “in focused” mission
Purposely impersonal
Employment based on technical qualification
8
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
Historically, Max Weber is the most important exponent of bureaucracy. He
described it as technically superior to all other forms of organization and hence
indispensable to large, complex enterprises. The word "bureaucracy" stems from the
word "bureau", used from the early 18th century in Western Europe to refer to an
office, i.e., a workplace, where officials worked. The original French meaning of the
word bureau was the baize (a course woolen or cotton fabric) used to cover desks. The
term bureaucracy came into use shortly before the French Revolution of 1789 and
from there rapidly spread to other countries. The Greek suffix - kratia or kratos means "power" or "rule” (GRIGORIOU, n.d.).
According to ALORNYEKU (2011 ) Even though Max Weber is described as
the father of bureaucracy, the practice of bureaucracy is old as the world itself. Every
society has experienced it. It prevails in every society that has social organizations
such as a family, club, association, church, community and business organization. In a
family and church for example, leadership, authority, hierarchical organization of
positions, division of labour, defined allocation of task, execution of tasks in
accordance with laid down rules, regulations, procedures, methods, conventions
customs and traditions prevail. The bureaucrats are those who are assigned roles
duties and responsibilities to perform certain jobs and deliver certain services to the
members. Bureaucracy is adopted to provide services in social organization to ensure
orderly and timely delivery and achieve efficiency and effectiveness.
2.1 Definition of bureaucracy
Bureaucracy is the administrative structure and set of regulations in place to
control (rationalize, render effective and professionalize) activities, usually in large
organizations and government. It is keeping efficiency of a function of the
environment in which it operates (GRIGORIOU, n.d.).
9
2.1.1 Pre-colonial era in Somali society
Bureaucracy in Africa is not new. It was practiced in the various kingdoms,
states and city-states by Kings; Emperors, chiefs and sub-chiefs. The Pre-colonial
Somali society for example was ethnically homogenous, largely nomadic pastoralist,
politically varied structures, trading communities on the coast, such as Seylac and
Berbera in the north and Merca and Mogadishu in the south among other coastal
cities. Pre-colonial Somali community had developed administrative and legal
systems based on the Islamic sharia and were organized around lineage and customary
institutions rather than state institutions. Membership in a clan does not automatically
give one certain rights and obligations; rather they are negotiated and agreed in
unwritten contracts (Hussein, 2013).
2.1.2 The role of elder’s councils
The groups rarely have single `traditional leaders, opting instead for a council
of elders who have collective responsibilities. Throughout the colonial administration,
elders were appointed and paid to act as the legitimate representatives of their
respective groups. The continuing Somali migrations were in large part of results of
the conflict between groups of a pastoral nomadic people for access to grazing and
water in a harsh environment. Such conflicts took place at least as often between clans
and lineages of the same clan-family as between segments of different clan-families.
Indeed from time to time there were temporary alliances between clans of one family
and other clans. In some cases confederacies were formed in which one lineage came
to dominate the others, and its head, sometimes referred to as sultan, acquired a great
deal of prestige. If the linage successes in war the sultan might exercise real political
power. But with few exceptions such confederacies rarely endured for very long
periods, and they did not lead to the establishment of administrative hierarchies. In
troubled times groups of Somalis sometimes rallied to war leaders who combined
demonstrated military ability with what were seen as charismatic religious qualities.
Periodically, puritanical religious orders also launched holy war against "lax"
Muslims in the coastal towns or from the sedentary and ethnically mixed clans
(Hussein, 2013).
10
2.1.3 Public institutions in colonial era (1880-1960)
The major European powers were compete to control the area of present-day
Somalia. Italy controlled southern Somalia; Britain northern Somalia, especially the
coastal region; and France the area that became Djibouti In the early twentieth
century, Britain's initial interest in the Somali coast was logistical. After the British
annexation of Aden in 1840, treaties were entered into with two Somali sultanates to
ensure an uninterrupted supply of cattle to feed the garrison there. Richard Burton's
expedition to Harer in 1854, which attracted British attention to the region, was the
first visit by a European explorer to the interior. The opening of the Suez Canal in
1869 made more apparent the strategic importance of the coastal towns, and vice
consuls were assigned to Berbera, Seylac, and Buihar to protect British interests. In
1884, following the Egyptian departure, a resident political agent was appointed, and
further treaties were concluded with the clans, leading to the establishment of the
Somali
Coast
Protectorate
(subsequently
British
Somaliland
Protectorate)
administered by the India Office in London. Under the treaties, protected clans
allowed Britain to represent their interests in return for a subsidy paid by the British
government. But as the name of the new dependency indicated, colonial authorities
made no specific claims to jurisdiction in the interior. During the prime minister-ship
of William Gladstone in the 1880s, British decided that Indian government should be
responsible for administering the Somaliland protectorate because the Somali coast is
strategic location on the Gulf of Aden was important to India. Customs taxes helped
pay for India's patrol of Somalia's Red Sea Coast. In 1898, responsibility for
administering the protectorate was transferred to the Foreign Office, operating
through a consul general, and in 1907 to the Colonial Office (Hussein, 2013).
2.1.4 Italian protectorate
The Italian entry into Somalia proper started in 1889, when the Somali sultans
of Hobyo on the coast of the Indian Ocean and of Caluula, facing the Gulf of Aden,
began to accept annual payments from Italy in exchange for protectorate status. That
same year Italy obtained rights to the Benadir Coast, partly by direct twenty-five-year
lease from the sultan of Zanzibar and partly by sublease from the Imperial British East
Africa Company, which had earlier leased territory from the region's nominal ruler.
11
The leases covered the area from Warshiikh southward to the mouth of the Juba River
and included Mogadishu, Marka, and Baraawe. The Italian government chartered a
commercial firm, the Fionardi Company, as its representative to administer and
develop the leasehold. Agents of the company expanded the area under Italian control,
signing treaties with local clans in return, in some cases, for armed protection against
the Ethiopians (Hussein, 2013).
According to Nukunya (2001) notes that colonial bureaucrats were great
authoritarians, as the District Commissioner was the embodiment of the law with
local intermediaries, who indulged in unacceptable bureaucratic practices against
local inhabitants.
It therefore adopted rigidity, inflexibility, extortions and other
negative bureaucratic practices in administration.
2.1.5 Max Weber’s bureaucratic theory
Max Werber characterized bureaucracy as a system of administration where
for achieving efficiency; an organization’s operations for achievement of results are
guide by laid down rules, regulations, procedures and methods. It is a system where
emphasis is placed on legal-rational leadership, knowledge, qualification and
experience as the criteria for selection into organizations. Positions that are
hierarchically organised are determined by knowledge, qualification, skills and
experience. Rewards and promotions are awarded on merit. As a sociologist, Werber
was interested in social organizations such as the family, community, society, the
state and social structure. His concern was how to ensure cohesion in social
organizations and achieve set objectives through efficiency. In the view of Weber,
achievement of objectives and results in organisations are as a result of the following:
legal-rational leadership, legitimate and imbued with authority; hierarchical ordering
of positions; division of labour and specialisations; well-defined allocation of tasks;
compliance with laid down rules, regulations, procedures and methods in execution of
tasks; from Weber’s concept an organization is efficient in achieving objectives such
as service delivery if and only if it is bureaucratic, that is: it has a legal-rational
leader; positions are hierarchically organized; division of labour and specialization is
emphasized; tasks assigned to employees are on merit that based on knowledge,
qualification, output, productivity and performance; tasks are performed in
12
accordance with laid down rules, regulations, procedures and methods. Indeed, the
pursuance of these requirements makes organizations too mechanistic rather than
organic. It makes output the ultimate objective of an organization in service delivery
and not how the service is to delivered or the motivation of the service provider. Max
Weber’s theory of bureaucracy can be described as a means of achieving
organizational efficiency and effectiveness in service delivery. Its catchwords are
leadership, authority, division of labor and specialization, hierarchy, functional
specificity, rules, regulations, procedures, methods and runtime job performance. The
underlying assumption of Weber’s model is that authority that provides legitimacy to
an organization system is legal rational rather than traditional or charismatic
(Alornyeku, 2011).
2.1.6 Criticisms of bureaucracy
From his own perspective, Weber was aware of the likely dysfunctionality
associated with his bureaucratic model and predicted the following: conflict of
interest of bureaucrats; nepotism and abuse of bureaucratic power and authority;
corruption and other forms of exploitations; political infighting; appropriations of
positions and resources (Alornyeku, 2011). According to Kernaghan and Sergel
(1999) Posit that Weber was very much concerned about organizational cohesion and
efficiency rather than concern for welfare and well-being of service providers and
service consumers. Max Weber refers to bureaucracy as the ideal and rational type of
administration useful for achievement of positive results. He however notes the
dysfunctions of bureaucracy due to excessive application of its guiding principles by
office holders. Indeed excessive bureaucracy negatively affects social and economic
development especially in poor countries (Alornyeku, 2011). According to Robert
(1957) mentions that excessive bureaucracy makes public organizations more arthritic
and self-serving, less able to achieve their core missions, and less responsive to
service users are; nepotism. It is characterize by red tapeism, excessive paper work,
fear of innovation, poor customer service, duplication of working procedures, strict
adherence to procedures, weak management practices, low morale, etc. In order to
survive the challenges posed in a highly competitive environment, many businesses,
especially private organizations have shifted focus and are de-bureaucratizing their
13
administrative processes for better service delivery. For any country to develop, it is
very imperative for its government to provide goods and services that the private
sector does not usually venture into, especially water, sanitation, waste disposal, road,
health, housing, education, electricity, etc.
Bureaucracies are found in all large and complex organizations-political,
religious, business, military, educational and others.
However, public sector
bureaucracies tend to operate in a somewhat different climate from those in the
private sector. In short, bureaucracy is best conceptualizing, as a specific form of
organization, and public bureaucracy should be consider a special variant of
bureaucratic organization. Yet, in the popular imagination, a bureaucracy is any
organization in which people arranged in hierarchical ranks have to obey many rules
(Eneanyal., C.P., Fagbemi, & Usiobaifo, 2013). Bureaucracy as defined by customers
and employees is an array of negative forces, attitudes or actions that are damaging to
customer and employee satisfaction (Johnston, 2011). Because bureaucracy is
concerned with people in organization, it is damaging to organizational effectiveness.
It weakens employee morale and commitment. It divides people within the
organization against each other, and misdirects their energy into conflict or
competition with each other instead of mission achievement (Johnston, 2011).
Max Weber cited in Johnston (2011) six major principles were noted about
bureaucracy. These were as follows: 1. A formal hierarchical structure: In an organization, each level controls the level
below and is control by the level above. A formal hierarchy is the basis of central
planning and centralized decision-making.
2. Management by rules: Controlling by rules allows decisions made at high levels to
be executing consistently by all lower levels.
3. Organization by functional specialty: Work is to be done by specialists, and people
are organizing into units based on the type of work they do or skills they have.
4. An "up-focused" or "in-focused" mission: If the mission is describe as "upfocused," then the organization's purpose is to serve the stockholders, the board, or
14
whatever agency empowered it. If the mission is to serve the organization itself, and
those within it, e.g., to produce high profits, to gain market share, or to produce a cash
stream, then the mission is described as "in-focused."
5. Purposely impersonal: The idea is to treat all employees equally and customers
equally, and not be influenced by individual differences.
6. Employment based on technical qualifications: Equal opportunity meant that a
middle class educated person had the same opportunity of entry into government as an
upper class or wealthy person. That was highly valued in an era when government
tended to be control or dominated by those with money, power or position.
2.1.7 Effect of bureaucracy within an organization
In an organization, each department has its own agenda. Some departments do
not cooperate to help other departments get the job done. This leads to delays in
proceedings resulting in ineffective implementation of policies. In addition, heads of
departments feels responsible first for protecting the department, its people and its
budget, even before helping to achieve the organization’s mission also another
bureaucratic form, work environment also have a strong bureaucratic effect on
organization’s output (Johnston, 2011). It includes large amounts of unhealthy stress
on people, which reduce their output. Internal communications to employees within
the organization, which is poor causing distortion to reflect what, the organization
would like to be, rather than what it really is. Furthermore, employee’s mistakes and
failures being denied and covered up or ignored have negative effect on the
organization. Because of bureaucracy, responsibility for mistakes and failure tends to
be denied, and where possible, blame is shifted to others (Johnston, 2011).
Bureaucracy has effect on policies, practices and procedures within an organization. It
tends to grow endlessly and to be follow more and more rigidly. It retards policy
implementation and hence growth of organizations. However, bureaucratic effects
also arise from political influence. There is political in fighting, with executives
striving for personal advancement and power. Promotions are more likely to be
making based on politics, rather than actual achievements on the job. Thus, have
strong effect on organization’s performance (Johnston, 2011).
15
2.1.8 Characteristics of bureaucratic organizations
These are certain of the major characteristics of what is calling the
bureaucratic forms in organization. According to Johnston (2011), they are: 1. Most employees blame their organization’s bureaucracy on senior management.
They assume that management must want it, or it did not be tolerate.
2. Senior managers do not want or like bureaucracy any more than the rest of the
employees. The detestable effects of bureaucracy victimize everyone, regardless of
level. Senior managers have not known what to do to get rid of it. Executives have
tried many things to eliminate bureaucracy, but the program-of-the-year approach
generally has not worked, because they have been fighting symptoms, not the root
cause.
3. The root cause of bureaucracy is the organizing model. The bureaucratic form is so
pervasive that its destructive nature is seldom questioned.
4. Management people in the organization must learn and use new ways of managing
people and affairs. They will need to learn what they have been doing that adds to the
bureaucracy in the organization. They will need to learn new ways of doing their jobs
that diminish the amount of bureaucracy within the organization. Most importantly,
they will need to provide empowerment for those who work for them, and protection
and coaching to those who accept and act upon the offered empowerment.
2.1.9 The formalization of major types of bureaucracy
According to wallstreetjournal (2016) Formalization is a major type of
bureaucracy, which can be further dividing into two types, Enabling or Encouraging
and Coercive.
Enabling or encouraging bureaucracy: In MAX WEBER and theory of
bureaucracy, it promotes a work environment where employees are encouraged to
enhance their skills and take part in the improvement of standard procedures. Drawing
an example from Toyota’s factory work processes, supervisors and factory workers
get together in order to find out and document the easiest and most efficient way to
perform a task.
16
• Internal Transparency: It is an important criterion for an Enabling Bureaucracy. in
this case, employees are provided with maximum visibility of the process or tool they
are using. This helps in “up skilling” and helps in handling unforeseen contingencies.
• Global Transparency: It is the expanded version of Internal Transparency. In this
environment, employees have total visibility of the organizational processes. Thus
every person has complete idea about the scopes and opportunities present in the
organization and works towards utilizing them.
Coercive bureaucracy: the Coercive version of Bureaucracy often tends to
touch the attributes of autocracy in its processes. In such an environment, the
managers and officials often try to deskill the employees and take away the flexibility
of rules and regulations. Transparency is often non-existent and any deviations from
standardized processes are met with harsh punishments. The rise of such a
bureaucratic system is hallmark of departments and governments where strict control
over the subordinates is desired. The governments in countries with military rules
often display Coercive Bureaucracy in order to keep a semblance of democracy while
practicing autocracy under the veil. According to wallstreetjournal (2016) apart from
these theoretical divisions, there is another type of bureaucracy called “Multi Window
Bureaucracy” that is often exhibited by government offices. The procedures in
government offices often get very complex and long-winded with time resulting in
unnecessary delays and bureaucratic problems. This happens due to each job requiring
multiple levels of approvals. Red Tapism: This is not a type of bureaucracy but rather
a result of Multi Window Bureaucracy, which deserves a mention here. The longwinded nature of multi window system has given birth to a term called “Red Tapism”
borrowing its origin from the red tapes used to bind the files in government offices. It
refers to the delay caused by movement of files between numerous desks (Bureau
means “Office” in French) and the large amount of tie taken even to get a simple task
done.
17
2.1.10 Minimization of bureaucracy in organization
According to Johnston (2011) organizations that have witnessed bureaucratic
forms can reduce the amount of bureaucracy by changing one or more of the basic
organizing principles. It could be either temporarily or permanently. Johnston (2011)
Enumerated steps for de-bureaucratizing by changing basic organizing principles as
follows:1. Make an assessment of the present state of the organization to learn how much
permission to change and commitment to change is available from stakeholders and
senior management.
2. Depending on the amount of available commitment, choose the optimal goal state:
a modest goal, a moderate goal, or an ambitious goal.
3. The goal state will suggest the strategy for changing the organization. The strategy
will range from a minimum effort based mostly on training to a maximum effort
based on reorganization and a new way of managing called "continuous
improvement."
4. Continuous improvement is an entirely new way of operating in which the people
closest to the product or customer, working in teams, are empowered to continuously
improve the organization‟s quality, service, or both. Continuous improvement
requires three things:(i) A "shadow" organization chartered to make the changes necessary in the existing
organization to achieve the desired goal state.
(ii) New forms of qualitative customer feedback from internal and external customers
to be used to drive changes in quality, service, or both.
(iii) Training for employees enabling them to work in teams, to accept the offered
empowerment, to identify and prioritize root causes of problems, and to find solutions
they will use to continuously improve quality, service, or both.
18
2.1.11 Some benefits of bureaucracy in organizations
A major benefit of bureaucracy in organizations is that top executives or
management would have control over the entire organization. This enables clients of
the organization to know who to hold responsible when they encounter problems.
Therefore in an organization in which the senior people were educated and the
workers were less, it seemed vital to concentrate on control. Organizations that are
managed by rules and regulations there is control and consistency. Thus bureaucratic
forms though hindering progress, allow management to exhibit full control on the
organization. For instance, if the entire organization was managed by rules, then top
management could be sure that the organization would be controlled by their
decisions. Most of the public sector offices are government agencies. Bureaucracy
within these organizations theoretically results in people serving government but the
head of agencies. In addition, because of specialization of different departments
within the organization, bureaucratic forms promised accountability and expertise
control of affairs in these departments (Johnston, 2011).
2.2 Definition of public service delivery
Public service is defined as all activities delivered by the government to fulfill
those needs that society needs to go through life (Anwaruddin, 2004). Public Service
Delivery is defined as a set of institutional arrangements adopted by the government
to provide public goods and services to its citizens. Public services delivery has been
one of the key functions of the public sector which uses civil service bureaucracies as
the instrument for the delivery of services (Tamrakar, 2010), Quoting (World
Development Report, 2004).
2.2.1 Types of public service delivery
Public service can be divided into three types:- 1) Administrative services
which includes various kinds of formal documents such as citizenship certificate, land
certificate, driver’s license, marriage or birth certificates etc; 2) goods services that
facilitate various needs like distribution of food and meeting daily needs or
installation of telephone, water, or electricity networks; and 3) facilitating services
19
that consists of various kinds of public facilities like education, health care, post
transportation etc (Anwaruddin, 2004).
Unlike the private sector where customer is much valued, public service is
generally driven by inputs and compliance with rules. Public service delivery in most
of the developing countries is characterized of being ineffective, cumbersome, too
much procedural, costly, red taped and opaque (not transparent). Public services
should be concerned with what the customer want rather than with what providers are
prepared to give. In general public servants have not acted as servants of people but
rather as masters without any sense of accountability and transparency. People are
unaware of how and where to obtain public services and often become the victim of
middle man or corruption. Cumbersome procedure, slow pace of decision making and
service delivery cause suffering to people and waste their money and time (Tamrakar,
2010).
According to Deolalikar and Shikha (2013) it is widely recognized that the
provision of basic services, such as clean water and sanitation, health care, and
schooling, constitutes a basic human right and is an essential ingredient of economic
development. Access to these basic services not only improves individual well-being
but also serves as an input into aggregate economic activity and national output.
Roads and telecommunication systems lower transaction costs and hence encourage
trade and economic activity. The provision of health care and schooling increases the
quality of human capital, which is an important input in today’s knowledge-based
economies. Access to publicly-provided (or publicly-financed) health and educational
services of high quality is particularly important for the poor, as they do not have the
purchasing power to buy these services from private markets. Due to the nonexcludable and non-rival nature of public goods, however, competitive markets alone
cannot guarantee the socially-optimal level. As public goods generate positive
externalities, private providers will tend to mutually free-ride on the provision of
others, resulting in a sub-optimal level of public goods provided. This market failure
is the traditional argument for intervention: the state is needed to provide the sociallyoptimal level by equating marginal social benefit with marginal social cost.
20
The World Development Report 2004 was one of the earliest reports by a
multilateral organization to focus on the delivery of basic services. It concluded that
“… social services fail for the poor,” and set a framework for public service delivery
in terms of the short and long roads to accountability. Public services can be viewed
within a demand-supply framework. Citizens, communities and businesses tend to be
the main “demanders” (consumers) of public services, while governments (typically
local governments) and (government-contracted) NGOs are the “suppliers”. In normal
markets (as in those for private goods), consumers hold considerable sway over
suppliers, because they pay for goods and services with their own money. Suppliers
who are not responsive to consumer needs and demands are vulnerable to sanctions
from consumers. However, this responsiveness to consumer needs breaks down in the
case of public services, since there are typically no user fees for these services and
governments finance these services out of general revenues. So there is little incentive
for providers to improve the quality of services they offer (Tamrakar, 2010).
2.2.2 Patterns of public service delivery
In practice, the implementation of such service comprises three patterns of
delivery: 1) functional delivery, carried out by a specific institution in line with its
tasks, functions and responsibilities, for instance, electricity supply, telephone
distribution and water supply. 2) centralized delivery, involved authorized institutions,
for instance, the immigration office for the issuance of passports, the civil
administration office for birth certificates, the religion office for marriage certificates,
etc… and 3) combined delivery, involved several institutions in one place, for
instance, the police department and local government, for instance of a car ownership
certificate (Anwaruddin, 2004).
2.2.3 Performance of public service delivery
According to ANWARUDDIN (2004) to meet the increasing demand for
better public service performance, the government is applying the customer-driven
paradigm (inspired by Osborne and Gaebler [1992]). This approach, as suggested by
the government, has the following characteristics:1. A focus on the delivery function;
21
2. A focus on the empowerment of society;
3. The application of a competitive system;
4. A focus on the accomplishment of vision, mission, goal and objectives;
5. Prioritization of the needs of society, not merely the wants of political leaders;
6. Institutional rights, in certain situations, to generate incomes from the services;
7. Prioritization of efforts to prevent incoming problems for the public service;
8. And use of the market system to facilitate the services.
According to (PSC, 2006) Constitutional values and principles of public
administration as a benchmark against which to assess capacity in the Public Service.
It argues that if all facets of the Public Service are aligned with the values and
principles of public administration, one could expect enhanced service delivery
through sound public administration. Taking the 9 Constitutional Principles and
Values for public administration individually given rights and obligation to reinforce
a systematic and holistic approach to strategies to gird the capacity of the Public
Service is as follows:Principle 1 - on the Promotion and Maintenance of a high Standard of Ethics, Vital
for building and sustaining credible capacity in the Public Service and protecting its
integrity and efficacy, is the capacity to adhere to this principle. This is particularly
crucial for ensuring that major interventions by government to consolidate economic
growth and speed up service delivery are not jeopardized by unnecessary risks.
Therefore the capacity in the Public Service to fulfill this principle is absolutely vital.
Principle 2 - on the requirement for Efficiency, Economy and Effectiveness in the use
of resources, requires the Public Service to have the capacity for sound financial
management. Furthermore, departments need to have the ability to understand the
policies and programmes of government and to have the ability to determine success
and failures in the course of implementing these. The inability to do all this very often
22
costs service delivery dearly. Essential for achieving this is the capacity to manage
performance in the Public Service and to monitor and evaluate it.
Principle 3 - on Development Orientation, requires government departments to have
the ability to design and implement effective poverty reduction interventions to create
a better life for its primary stakeholders, the citizenry. The capacity to do this must
also include the ability to integrate development needs and poverty reduction into all
the work of the Public Service.
Principle 4 - on Impartiality, Fairness and Equity in service delivery requires a public
service with an impulse for Just Action. In interfacing with and offering services to
the public, the Public Service needs to have the ability to demonstrate an
understanding of what kinds of actions and conduct would constitute impartiality and
bias, and how these should be prevented.
Principle 5 - on Participatory Responsiveness in meeting the needs of the people,
requires the Public Service to have the capacity to promote and sustain public
participation in its activities to serve the people. Without the capacity to create and
sustain appropriate platforms and channels of engaging with the public, the Public
Service cannot be fully certain that it addresses the real needs of communities.
Principle 6 - on Accountability, requires the Public Service to have the capacity to
hold itself up to scrutiny and be answerable for its conduct and activities. Vital for this
is the capacity to implement sound performance management systems and to provide
comprehensive reports as required. Such systems and reports should not merely be
compliance-driven but should instead serve as credible mechanisms of accountability.
Principle 7 - on Fostering Transparency, a central tenet of our Constitutional
Democracy which also marks a sharp break with the Apartheid era. Essential for the
Public Service here is the capacity to open its activities and conduct to the public in
order to empower it to exercise its rights fully. The absence of timely and accurate
information can severely handicap the ability of the public to benefit from the services
provided by the public Service. Departments therefore require the capacity to provide
such information and thus empower citizens to make informed choices.
23
Principle 8 - On Good Human Resource Management, for this, the capacity to
maximize human resource potential and its utilization through sound policies and
management practices and systems is absolutely essential. Weak capacity to manage
human resources implies that this core asset of the Public Service that can profoundly
influence service delivery is not leveraged appropriately. This can compromise
effective service delivery significantly.
Principle 9 - On Representatives, at the heart of the Constitutional intention of this
principle is the legitimacy of the Public Service. Departments need to have the
capacity to recruit and retain a representative workforce. Without this, there is a real
risk of it being alienated from the citizenry and being perceived to be less serious
about social transformation and promoting unity through diversity as required by the
Constitution.
2.2.4 Indicators of customer satisfaction
To develop a model of public service characterized by the customer-driven
approach, the government drew up the general guidance for the public service
implementation, consisting of 15 criteria as follows:1. Simplicity: the mechanism of public service should be easy, cheap, fast and
convenient, characterized by a simple procedure;
2. Reliability: the public service should shoe a sustained consistency of performance,
with interdependence maintained between customers and service providers in such
matters as accuracy in accounting and data citation and punctuality;
3. Responsibility: service executors should carry out their duties trustfully, informing
the customers something happens inaccurately;
4. Capability: service executors should have skills and knowledge necessary to good
service to their customers;
5. Closeness to the customer: service executors should facilitate contracts with their
customers either through direct meeting or via telephone or internet.
24
6. Kindness and patience: service executors should be kind patient when dealing with
their customers. This will be helpful to create friendship with them.
7. Transparency: customers should be able to access easily any information needed,
such as the service procedure, requirements, time of service accomplishment, cost and
so forth.
8. Communicativeness: good communication between service executors and their
customers should be created truthfully, so any information can be obtained properly
using easily understandable language.
9. Credibility: any public service should be based on truth and honesty in order to
maintain customer’s loyalty to the service provider.
10. Clarity and certainty: the procedure, details of service cost and method and time of
accomplishment should be clear in logical order to assure the customers about the
service.
11. Security: service providers should free their customers from such insecure feelings
as danger, risk and doubt, especially concerning their physical and financial security.
12. Understanding what customers expect: understanding customer expectation could
be initiated by analyzing their specific needs and paying attention to individuals.
13. Reality: service providers should build trust with their customers by showing the
real evidence or clear signs of their service, such as physical facilities, professional
staff, badges and other supporting facilities.
14. Efficiency: the service requirements should be limited to those directly concerned
with the achievement of service target by keeping up the harmonious relationship
between the requirements of service and the products.
15. Economic: maintaining the cost charge in line with the value of the product and
the capability of customers to pay the service provided is very important.
25
The 15 principles above should have been more than enough to realize ideal
model of public service. However, the implementation of the principles depends a lot
on the service institutions. They are free to choose any number of the principles that
comply with the types, characteristics and patterns of service delivery. Consideration
should also be given to the institution and condition where the public services take
place (Anwaruddin, 2004).
2.2.5 Features of public services delivery
The major features capped are:- 1) arranging public a list of services and also a
list of responsible focal personnel to contact to by service seekers; 2) making public
procedures, time, cost and other essential conditions to be followed by service seekers
while applying for services; 3) giving reasons to service seekers, if not delivered any
expected services; and 4) managing a few provisions about compensation against
cases failed to meet promises made (Tamrakar, 2010). Thus, citizens are dissatisfied
with the way their needs and concerns were being dealt with: waiting many hours to
be served, queuing at different counters and taking a long time to get one request
taken care of. Here, the economic cost of travelling, waiting for no reason is clearly
visible. In addition, it includes the opportunity cost of that waiting period.
Dissatisfaction, harassment and the frustration felt by the citizen can be regarded as
social cost of delayed service delivery (Tamrakar, 2010). The traditional bureaucratic
culture is characterized by a gap between people and administration, emphasis on
rules rather than services to the people. Bureaucracy has harmful restraints that need
to be removed in order to improve performance and encourage innovation (Tamrakar,
2010) by quoting (Chubb & Moe, 1990).
Tamrakar (2010) Quoting Talbot (2003) argues that one of the key problems
for public services is that they became enmeshed in “red tape”: bureaucratic rules that
stifle management and staff initiative and place obstacle in the way of efficiency and
flexible service delivery, responsiveness to customer need.
26
2.3 Summary
Various literatures showed that the term bureaucracy refers to offices perform
provision of public service delivery (including health and education) to the citizens.
The main findings indicated that bureaucracy institutions have a considerable effect
on public service delivery by increasing welfare and changing economic status of the
citizens.
2.4 Conclusion
The affect of bureaucracy on public service delivery has not received yet adequate
research in Somalia. Therefore, this study will attempt to fill this gap by investigating
the effect of bureaucracy on public service delivery in Banadir Region.
27
CHAPTER THREE
METHODOLOGY
3.0 Introduction
This Study concentrated on bureaucracy and public service delivery. Both primaries
as well as secondary data was broadly used a combination of various study
approaches were adopted for gathering the required information and collecting data
with different ways including: Questionnaires, Interview and observation. This
chapter demonstrated a detailed description of the methodology of the research.
Methodology included the description of the research design, research population,
sampling technique; instruments, data collection methods, data analysis as well as
ethical consideration and limitation of the research.
3.1 Research design
This study employed descriptive design. The study was conducted through
descriptive study; the purpose of descriptive research is to describe an accurate profile
of persons, events or situations. However, this study was used quantitative approach;
Quantitative is any data collection technique (such as a questionnaire) or data analysis
procedure (such as graphs or statistics) that generates or uses numerical data
(Saunders et.al, 2009). The study was also used a case study. Case study is defined as
an “empirical inquiry that investigates a contemporary phenomenon within its real-life
context, especially when the boundaries between phenomenon and context are not
clearly evident” The case study as “a methodology that is used to explore a single
phenomenon in a natural setting using a variety of methods to obtain in-depth
knowledge” (Yin, 2003).
3.2 Research population
The population of the study selected from Banadir region in Mogadishu. According to
Mohamed Muday Gacal human resource manager (2016) said, that the numbers of
employees of the Banadir region of Somali federal government are 900. The easily
reachable population is 100 out 900 of total employee of the Banadir region. The
28
researcher selected those participants because they have significant information and
experience about this study. The target population were all managerial and nonmanagerial employees who are working in Banadir region because Kothari (2009)
states that a study population refers to all items in any field of study.
3.2.1 Sample size
In this study the researcher uses sampling technique which means that the researcher
intentionally decides specific organization which the researcher already pointed out
that is Banadir region to apply all collected information, based on the total population
of this study, the sample size was (80) respondents selected from Banadir region
directors, experts and normal staff. The researcher used Slovene’s formula to reach
the required sample size. Where: - n = N / (1 + N (e)2) where n = the required sample
size, N =Total population, e = Error tolerance. Therefore n = 100/ (1+100(0.05)2)=80.
3.2.2 Sampling procedure
The sampling procedure used in this study was non-probability sampling
particularly purposive sampling or judgmental sampling used to select the sample.
The rationale for choosing this approach is that respondents who are eligible to
participate in this study are purposively chosen as target respondents of the study. As
stated Chaturvedi (n.d) judgmental sampling is a way of sampling, where the
researcher chooses the sample based on whom they think would be appropriate for the
study. This is used primarily when there are a limited number of people that have
expertise in the area being researched by using his/her judgment to select population
members who are good prospects for precise information.
3.3 Research instrument
The major data collection instruments that were used in this study is adopted
questionnaire and interview. The main purpose of this study is to collect a lot of
reliable information to obtain the exact situation of Banadir region about the effect of
bureaucracy on public service delivery.
29
Table 3.1: Range scale measurement
Mean Range
Description
Interpretation
3.26-4.00
Strongly agree
Excellent
2.51-3.25
Agree
Good
1.76-2.50
Disagree
Poor
1-1.75
Strongly disagree
Very poor
3.3.1 Validity and reliability of the instrument
“Validity is the quality of the test doing what is designed to do; where
reliability consists of both true score and error score” (Salkind, 2000). “That
reliability is necessary but not sufficient for validity. That is, for something to be valid
it must be reliable but it must also measure what it is proposed to measure” (Salkind,
2000). Prior to the distribution of questionnaires, a pilot test was conducted with
three professional teachers about research topic including the supervisor to see
whether the questions are clear and the language was understandable and as well as to
record the time taken by the respondents to answer the questionnaire.
3.4 Data collection methods
The beginning of the field activities, the researcher ensures the permission and
the letters of introduction from the student admission and record office of Mogadishu
University; then the researcher was proceed to collect data. Primary data is used a
questionnaire as the instrument of the research procedure which were distributed staff
of Banadir region. The secondary data were collected from various sources, which
include textbooks, journals, internet and papers.
3.5 Data analysis
In this study, quantitative analysis was used and analyses are employed
software known as Statistical Package for Social Sciences, (SPSS Version 16.0).
Descriptive statistics were used to describe the variables in this study. Descriptive
statistics is the use of measure of central tendency such as mean, mood and median as
stated (Saunders et.al, 2009).
30
3.6 Ethical consideration
The researcher informed Respondents their consent about the nature and the
purpose of the research, the rights and use of data they were ask to participate prior
the administration of any instrument; the researcher
acknowledge the authors
mentioned in this study through citations and referencing. Finally, the identity of the
respondents kept on anonymous as well as the private information will stay
confidential; the researcher will have used it only for academic purpose.
3.7 Limitation of the research
The major limitations of this study are include: First respondents may not
reply the questions frankly; secondly the researcher was adopted structured
questionnaire so that the respondents can difficult to understand easily; Thirdly to
meet the target population of the study was fierce and badly for the reason of security
and lack of information availability and finally extraneous variable was beyond the
researcher`s control such as respondents` honesty, personal biases are also other
limitations.
31
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.0 Introduction
This chapter highlight of responses received from respondents because of
questionnaires adopted as a sample and interviews conducted to ask for information
about the effect of bureaucracy on services delivery in Banadir region. These
responses were analyzed through the use of tables and bar graphs to depict the
demographic characteristics, bureaucratic variables that influence service delivery, as
well as the views, and opinions of respondents on service delivery by the Banadir
region. 80 respondents suitably participated in this research.
4.1 The affect of social and demographic characteristics of
respondents
Table 4.1: Demonstrated by Age of Respondents
Age
20-30
31-40
41-50
51 and above
Total
Frequency
Percent
55
13
4
8
80
68.8
16.2
5.0
10.0
100.0
Cumulative Percent
68.8
85.0
90.0
100.0
Table 4.1 above and figure 4.1 below shows the age majority of 68.8% of total
respondent aged between 20-30 years old, while 16.2% of the total aged 31-40 years
old and 5.0% were aged 41-50 and 10.0% 51 and above. This shows that the
employees of Banadir region are in the middle age of 20 up to 40 respectively.
32
Figure 4.1: Demonstrated by Age of Respondents.
60
50
Frequency
40
20-30
30
31-40
41-50
20
51 and above
10
0
20-30
31-40
41-50
Source: Primary Date, 2016
51 and above
Table 4.2: Demonstrated by Sex of the Respondents
Sex
Frequency
Percent
Cumulative Percent
Male
59
73.8
73.8
Female
21
26.2
100.0
Total
80
100.0
Table 4.2 above and figure 4.2 below shows that 73.8% of the respondents of the
questionnaire were male. While only 26.2% were female, this indicates that the most
respondents of the questionnaire were male sex, because most of the employees of
Banadir region were male sex, and female workers on Banadir region are quite less.
33
Figure 4.2: Demonstrated by Sex of the respondents
60
50
Frequency
40
male
30
female
20
10
0
male
female
Source: Primary Date, 2016
Table 4.3: Qualification
Qualification
Secondary
Frequency
Percent
Cumulative Percent
7
8.8
8.8
Diploma
10
12.5
21.2
Bachelor
49
61.2
82.5
master and above
14
17.5
100.0
Total
80
100.0
Table 4.3 above and figure 4.3 below indicates that 8.8% of the respondents were
secondary, where as 12.5% are in diploma holders .A further 61.2% of the
respondents were bachelor degree holders, and 17.5% are master and above levels of
the respondents. This implies that most employees in Banadir region were bachelor
degree.
34
Figure 4.3: Qualification
50
45
40
Frequency
35
30
Secondary
25
Diploma
20
Bachelor
15
Master and above
10
5
0
Secondary
Diploma
Bachelor
Master and
above
Source: Primary Date, 2016
Table 4.4: Demonstrated by Marital Status
Frequency
Percent
Cumulative Percent
Single
27
33.8
33.8
Married
53
66.2
100.0
Total
80
100.0
Table 4.4 above and figure 4.4 below shows the marital status of the majority 66.2%
of the respondents were married, while 33.8% of the total respondents were single.
This indicates that the majority managers and employees in the Banadir region were
married.
35
Figure 4.4: Demonstrated by Marital Status
60
50
Frequency
40
Single
30
Married
20
10
0
Single
Married
Source: Primary Date, 2016
Table 4.5: How long have you engaged with Banadir region?
Frequency
Percent
Cumulative Percent
less than 1yr
15
18.8
18.8
2-5 yrs
38
47.5
66.2
6-9 yrs
18
22.5
88.8
9
11.2
100.0
80
100.0
10 or more years
Total
Table 4.5 above and figure 4.5 below shows the experience majority of 47.5% of total
respondent experience between 2-5 yrs, while 22.5% of the total experience 6-9 yrs
and 18.8% were experience less than 1yr and 11.2% of respondents were experience
of 10 or more years. This shows that the majority of employees of Banadir region are
in the experience of 2-5 yrs up to 6-9 yrs respectively.
36
Figure 4.5: How long have you been engaged with Banadir region?
40
35
Frequency
30
25
less than 1yr
20
2-5 yrs
15
6-9 yrs
10
10 or more years
5
0
less than 1yr
2-5 yrs
6-9 yrs
10 or more
years
Source: Primary Date, 2016
4.2 The effect division of labour and departmental co-operation
Table 4.6: the function of your department depends on partnership with other
departments within the Banadir region.
Frequency
Percent
Cumulative Percent
strongly agree
40
50.0
50.0
Agree
27
33.8
83.8
Disagree
9
11.2
95.0
strongly disagree
4
5.0
100.0
80
100.0
Total
From the above table 4.6 and figure 4.6 below 40(50.0%) was strongly agree that
departments depends on partnership with other departments within the Banadir region
while 27(33.8%) was agree, 9(11.2%) was disagree, and another 4(5.0%) was strongly
disagree. This shows that respondents were in satisfactory.
37
Figure 4.6:the function of your department depends on partnership with other
departments within the Banadir region.
35
30
Frequency
25
20
strongly agree
15
agree
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.7: Partnership of departments collectively produces the desired
efficiency and increase in productivity.
Frequency
Percent
Cumulative Percent
strongly agree
22
27.5
27.5
agree
38
47.5
75.0
disagree
14
17.5
92.5
6
7.5
100.0
80
100.0
strongly disagree
Total
The above table 4.7 and figure 4.7 below, 22(27.5%) was strongly agree that
partnership of departments collectively produces the desired efficiency and increase in
productivity. while 38(47.5%) are agree, 14(17.5%) of the respondents were disagree,
and finally 6(7.5%) was strongly disagree.
38
Figure 4.7: Partnership of departments collectively produces the desired
efficiency and increase in productivity.
40
35
Frequency
30
25
strongly agree
20
agree
15
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.8: Departments have the technical capacity required to carry out its
functions.
Frequency
Percent
Cumulative Percent
strongly agree
27
33.8
33.8
Agree
33
41.2
75.0
Disagree
16
20.0
95.0
4
5.0
100.0
80
100.0
strongly disagree
Total
The above table 4.8 and figure 4.8 below, 27(33.8%) was strongly agree that
departments have the technical capacity required to carry out its functions. while
33(41.2%) ware agree, 16(20.0%) of the respondents were disagree and the finally
4(5.0%) was strongly disagree.
39
Figure 4.8: Departments have the technical capacity required to carry out its
functions.
35
30
Frequency
25
20
strongly agree
15
agree
10
disagree
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
4.3 The effect rules and principle of innovation
Table 4.9There are established procedures to guide every office as to the way of
working.
Frequency
Percent
Cumulative Percent
strongly agree
34
42.5
42.5
Agree
31
38.8
81.2
Disagree
8
10.0
91.2
strongly disagree
7
8.8
100.0
80
100.0
Total
The above table 4.9 and figure 4.9, 34(42.5%) was strongly agree that there are
established procedures to guide every office as to the way of working. while
31(38.8%) ware agree, 8(10.0%) of the respondents were disagree and the finally
7(8.8%) was strongly disagree.
40
Figure 4.9: There are established procedures to guide every office as to the way
of working.
35
30
Frequency
25
20
strongly agree
15
agree
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.10: it is necessary to have these rules and regulations directing your
conduct and ways of working.
Frequency
Percent
Cumulative Percent
strongly agree
31
38.8
38.8
agree
38
47.5
86.2
disagree
6
7.5
93.8
strongly disagree
5
6.2
100.0
80
100.0
Total
The above table 4.10 and figure 4.10, 31(38.8%) was strongly agree that it is
necessary to have these rules and regulations directing your conduct and ways of
working. while 38(47.5%) ware agree, 6(7.5%) of the respondents were disagree and
the finally 5(6.2%) was strongly disagree.
41
Figure 4.10: it is necessary to have these rules and regulations directing your
conduct and ways of working.
40
35
Frequency
30
25
strongly agree
20
agree
15
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.11: you are working according to rules and regulations to eliminate
favouritism.
Frequency
Percent
Cumulative Percent
strongly agree
34
42.5
42.5
Agree
23
28.8
71.2
Disagree
18
22.5
93.8
5
6.2
100.0
80
100.0
strongly disagree
Total
The above table 4.11 and figure 4.11, 34(42.5%) was strongly agree that the working
according to rules and regulations to eliminate favouritism. while 23(28.8%) ware
agree, 18(22.5%) of the respondents were disagree and the finally 5(6.2%) was
strongly disagree.
42
Figure 4.11: you are working according to rules and regulations to eliminate
favouritism.
35
30
Frequency
25
20
strongly agree
15
agree
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
4.4 Demonstrated by bureaucracy
Table 4.12: Officials of the Banadir Region believe that citizens are their clients.
Frequency
Percent
Cumulative Percent
strongly agree
39
48.8
48.8
Agree
18
22.5
71.2
Disagree
14
17.5
88.8
9
11.2
100.0
80
100.0
strongly disagree
Total
The above table 4.12 and figure 4.12, 39(48.8%) was strongly agree that the officials
of the Banadir Region believe that citizens are their clients. while 18(22.5%) ware
agree, 14(17.5%) of the respondents were disagree and the finally 9(11.2%) was
strongly disagree.
43
Figure 4.12: Officials of the Banadir Region believe that citizens are their clients.
40
35
Frequency
30
25
strongly agree
20
agree
15
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.13: Officials of the Banadir region have ability to influence social and
economic development of the citizens.
Frequency
Percent
Cumulative Percent
strongly agree
13
16.2
16.2
agree
44
55.0
71.2
disagree
14
17.5
88.8
9
11.2
100.0
80
100.0
strongly disagree
Total
The above table 4.13 and figure 4.13, 13(16.2%) was strongly agree that the officials
of the Banadir region have ability to influence social and economic development of
the citizens. while 44(55.0%) ware agree, 14(17.5%) of the respondents were disagree
and the finally 9(11.2%) was strongly disagree.
44
Figure 4.13: Officials of the Banadir region have ability to influence social and
economic development of the citizens.
45
40
Frequency
35
30
25
strongly agree
20
agree
15
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.14: Banadir region needs administrative reforms for better service
delivery.
Frequency
Percent
Cumulative Percent
strongly agree
32
40.0
40.0
Agree
31
38.8
78.8
Disagree
8
10.0
88.8
strongly disagree
9
11.2
100.0
80
100.0
Total
The above table 4.14 and figure 4.14, 32(40.0%) was strongly agree that the Banadir
region needs administrative reforms for better service delivery. while 31(38.8%) ware
agree, 8(10.0%) of the respondents were disagree and the finally 9(11.2%) was
strongly disagree.
45
Figure 4.14: Banadir region needs administrative reforms for better service
delivery.
35
30
Frequency
25
20
strongly agree
15
agree
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.15: Inadequate salary and remuneration of the workforce affect the
quality and effectiveness of service delivery.
Frequency
Percent
Cumulative Percent
strongly agree
47
58.8
58.8
Agree
20
25.0
83.8
Disagree
4
5.0
88.8
strongly disagree
9
11.2
100.0
80
100.0
Total
The above table 4.15 and figure 4.15, 47(58.8%) was strongly agree that the
inadequate salary and remuneration of the workforce affect the quality and
effectiveness of service delivery. while 20(25.0%) ware agree, 4(5.0%) of the
respondents were disagree and the finally 9(11.2%) was strongly disagree.
46
Figure 4.15: Inadequate salary and remuneration of the workforce affect the
quality and effectiveness of service delivery.
50
45
40
Frequency
35
30
strongly agree
25
agree
20
disagree
15
strongly disagree
10
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
4.5 Demonstrated by public service delivery
Table 4.16: Do you agree that customer service you rendered and the time it
takes to answer customer request is unsatisfactory?
Frequency
Percent
Cumulative Percent
strongly agree
36
45.0
45.0
Agree
26
32.5
77.5
Disagree
11
13.8
91.2
7
8.8
100.0
80
100.0
strongly disagree
Total
The above table 4.16 and figure 4.16, 36(45.0%) was strongly agree that the customer
service you rendered and the time it takes to answer customer request is
unsatisfactory. while 26(32.5%) ware agree, 11(13.8%) of the respondents were
disagree and the finally 7(8.8%) was strongly disagree.
47
Figure 4.16: Do you agree that customer service you rendered and the time it
takes to answer customer request is unsatisfactory?
40
35
Frequency
30
25
strongly agree
20
agree
15
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.17: Service delivery by public officials at the Banadir Region is
facilitated depending on whom you know.
Frequency
Percent
Cumulative Percent
strongly agree
33
41.2
41.2
Agree
28
35.0
76.2
Disagree
15
18.8
95.0
4
5.0
100.0
80
100.0
strongly disagree
Total
The above table 4.17 and figure 4.17, 33(41.2%) was strongly agree that the service
delivery by public officials at the Banadir Region is facilitated depending on whom
you know. while 28(35.0%) ware agree, 15(18.8%) of the respondents were disagree
and the finally 4(5.0%) was strongly disagree.
48
Figure 4.17: Service delivery by public officials at the Banadir Region is
facilitated depending on whom you know.
35
30
Frequency
25
20
strongly agree
15
agree
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.18: Public reaction for poor services negatively affects the government
security.
Frequency
Percent
Cumulative Percent
strongly agree
28
35.0
35.0
Agree
33
41.2
76.2
Disagree
15
18.8
95.0
4
5.0
100.0
80
100.0
strongly disagree
Total
The above table 4.18 and figure 4.18, 28(35.0%) was strongly agree that public
reaction for poor services negatively affects the government security. while
33(41.2%) ware agree, 15(18.8%) of the respondents were disagree and the finally
4(5.0%) was strongly disagree.
49
Figure 4.18: Public reaction for poor services negatively affects the government
security.
35
30
Frequency
25
20
strongly agree
15
agree
disagree
10
strongly disagree
5
0
strongly
agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
Table 4.19: Do you agree with public’s perception that service delivery in private
businesses is better than Banadir Region?
Frequency
Percent
Cumulative Percent
strongly agree
33
41.2
41.2
Agree
29
36.2
77.5
Disagree
9
11.2
88.8
strongly disagree
9
11.2
100.0
80
100.0
Total
The above table 4.19 and figure 4.19, 33(41.2%) was strongly agree that public
reaction for poor services negatively affects the government security. while
29(36.2%) ware agree, 9(11.2%) of the respondents were disagree and the finally
9(11.2%) was strongly disagree.
50
Figure 4.19:Do you agree with public’s perception that service delivery in private
businesses is better than Banadir Region?
35
30
Frequency
25
20
strongly agree
15
agree
disagree
10
strongly disagree
5
0
strongly agree
agree
disagree
strongly
disagree
Source: Primary Date, 2016
The variables in this study were the levels of (IV and DV), for which the
researcher wanted to determine its levels. Levels of (IV and DV) was operationalized
using 14 questions in the questionnaire, each of these questions was based on the four
likert scale, where 1= Strongly agree. 2= Agree, 3= Disagree, 4= Strongly disagree,
respondents were asked to rate the levels of (IV and DV) by indicating the extent to
which they agree or disagree with each question, their responses were analyzed using
SPSS and summarized using means as in table 3.1.
Table 4.20: Descriptive analysis table
Mean
Interpretation
2.2375
Poor
2.0500
Poor
1.9625
Poor
No
1
Officials of the Banadir region have ability to influence
social and economic development of the citizens.
2
Partnership of departments collectively produces the
desired efficiency and increase in productivity.
3
Departments have the technical capacity required to
51
carry out its functions.
4
Public reaction for poor services negatively affects the
1.9375
Poor
1.9250
Poor
1.9250
Poor
1.9250
Poor
1.9125
Poor
1.8750
Poor
1.8625
Poor
1.8500
Poor
1.8125
Poor
1.7125
Very poor
1.6875
Very poor
government security.
5
Do you agree with public’s perception that service
delivery in private businesses is better than Banadir
Region?
6
Banadir region needs administrative reforms for better
service delivery.
7
You are working according to rules and regulations to
eliminate favouritism.
8
Officials of the Banadir Region believe that citizens
are their clients.
9
Service delivery by public officials at the Banadir
Region is facilitated depending on whom you know.
10
Do you agree that customer service you rendered and
the time it takes to answer customer request is
unsatisfactory?
11
There are established procedures to guide every office
as to the way of working.
12
It is necessary to have these rules and regulations
directing your conduct and ways of working.
13
The function of your department depends on
partnership with other departments within the Banadir
region.
14
Inadequate salary and remuneration of the workforce
affect the quality and effectiveness of service delivery.
Grand Total: 26.675
1.9054
Poor
Source: Primary Date, 2016
52
Mean Range
Description
Interpretation
3.26-4.00
Strongly agree
Excellent
2.51-3.25
Agree
Good
1.76-2.50
Disagree
Poor
1-1.75
Strongly disagree
Very poor
Results in table 1 indicate that the levels of (IV and DV) is generally (Poor)
and this is indicated by the total average of 1.9054, the highest rated aspect of
Officials of the Banadir region have ability to influence social and economic
development of the citizens. (Mean= 2.2375) and this followed the Partnership of
departments collectively produces the desired efficiency and increase in productivity.
(mean= 2.0500), Departments have the technical capacity required to carry out its
functions. (mean= 1.9625), Public reaction for poor services negatively affects the
government security. (mean= 1.9375), Do you agree with public’s perception that
service delivery in private businesses is better than Banadir Region? (mean= 1.9250),
Banadir region needs administrative reforms for better service delivery. (mean=
1.9250), You are working according to rules and regulations to eliminate favouritism.
(mean= 1.9250), Officials of the Banadir Region believe that citizens are their clients.
(mean= 1.9125), Service delivery by public officials at the Banadir Region is
facilitated depending on whom you know. (mean= 1.8750), Do you agree that
customer service you rendered and the time it takes to answer customer request is
unsatisfactory? (mean= 1.8625), There are established procedures to guide every
office as to the way of working. (mean= 1.8500), It is necessary to have these rules
and regulations directing your conduct and ways of working. (mean= 1.8125), The
function of your department depends on partnership with other departments within the
Banadir region. (mean= 1.7125), and the lowest rated aspect on the level Inadequate
salary and remuneration of the workforce affect the quality and effectiveness of
service delivery. (mean= 1.6875).
53
CHAPTER FIVE
FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 introduction
In this chapter, the researcher was discussed the findings exposed from the
data analyzed and interpreted in the previous chapter. The discussion was focus on
Banadir region is encountering bureaucratic challenges making delivery of public
services below expectations and satisfaction of stakeholders, especially consumers of
public services. Indeed the region faces problems such as; inadequate financial
support to implement socio-economic policies, lack of skilled work force to drive
region’s goals, poor office environment with archaic equipment, etc. In This chapter,
the researcher presented the solution of the research problems presented in the first
chapter.
5.2 findings
5.2.1 Division of labour and collective of work activities
This study showed that the majority of staff of Banadir region, forming 75%
of respondent accepts the fact that departments work together for collective goals and
was agree that partnership of departments collectively produces the desired efficiency
and increase in productivity. While 25% of the respondents were disagree.
5.2.2 Established procedures, rules and regulations on service delivery
Rules and regulations in an organization are to define the public servant from
personal considerations in work activities on behalf of the organization. Staff who
took part in the study and forming 81.3% agree that work activities of the Banadir
region are guided by rules, methods, procedures, regulations and 18.7% of
respondents were disagree. 71.3% of the employees are agreed that are working
according to rule and regulations to eliminate favouritism. While 28.7% of the
employees were disagree.
54
5.3 recommendations
Based on the findings and conclusions drawn from the research data and
analysis these recommendations are made for consideration Banadir region of the
federal government.
5.3.1 Division of labour and departmental co-operation
The study identified that departments do effectively coordinate but not
activities for timely delivery of services, partly caused by lack of equipment and
selfish behaviours on the part of some staff. To correct these anomalies, Banadir
region should resource all departments with required equipment and discipline staff
whose activities bring the region into disrepute.
5.3.2 Effects of rules and principle of innovation on service delivery
For achieving efficiency, an organisation’s operations for achievement of
results are guided by laid down rules, regulations, procedures and methods. However,
these were excessively used by staff, suggesting that periodic review of procedures,
methods, rules and regulations would go a long way by removing barriers and
reformulation of acceptable practices for expeditious service delivery. It was very
evident that private sector bureaucracy adopts flexible workplace structures and
encourages creativity and experimentation to maximize efficiency and productivity.
These strategic directions would positively affect Banadir region’s operations if taken
as part of the reforms.
5.3.3 Authority structure and information distribution
Information should be easily and correctly transferred to staff of the Banadir
region when they need it. The region’s productivity would be troubled if the policies
are slow in reaching the staff.
5.3.4 Consideration of technical competence in employment and promotion
Recruitment of staff based on political affiliation, family, ethnic and religious
should be avoided. The situation where inexperience and less qualified persons were
recruited into various job positions must be updated, if the Banadir region wants to
significantly enhance its operations.
55
5.3.5 Bureaucracy and public service delivery
The staff of the region should be periodically trained in line with the tenets of
New Public Management System, which specifies the following; improvement of
quality of services delivered to consumers; adherence to consumer focus principles;
reduction of inflexibility; rigidity in service and involvement of consumers in service
delivery system design and packaging. This will boost the confidence of
clients/customers who are dissatisfied with the Banadir region’s performance in
service delivery. As a public institution empowered by law to promote and provide
support for productive activities and development (community health and sanitation,
maintenance of law and order, general services such as roads, bridges, basic education
and infrastructure) public participation in the Banadir region’s programme is very
vital to the successful implementation of its policies. It is in this vein that feedbacks
on the Banadir region’s performance are crucial and public input into policy
formulation and implementation necessary in advancing development of the Banadir
region (Alornyeku, 2011 ).
5.4 conclusion
Public service delivery is the implementation of services and making sure they
are timely delivered to people and places they are intended to. If the private sector is
the engine of growth, then the public sector is the fuel needed to propel that engine to
function profitably. However, the general view on public service delivery has not be
satisfactory with complaints of excessive bureaucratic procedures intended to extort
money from prospective clients, thereby stalling social and economic development,
deepening the suffering of the people. The negative effects of bureaupathology, as a
result of ineffective civil/public institutions are too costly to quantity in monetary
terms. Until government pursues a strong public sector reforms, setting measurable
objectives, disciplining corrupt public servants and reprimanding ineffective
institutions, bureaucracy shall only be a word in the dictionary (Alornyeku, 2011).
56
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59
APPENDICES
APPENDIX (A)
Questionnaire
Dear Respondents
The researcher is presently doing graduation thesis on bachelor degree of Mogadishu
University in Faculty of Economics and Management Science especially department
of Public Administration. This questionnaire was intended to collect information
aimed at evaluating of The Effect of Bureaucracy on Public Service Delivery in
Banadir region. The information obtained will be rigorously for academic purposes
and it will be treated with at most confidentiality. I kindly request you to fill this
questionnaire.
Thank you very much for your time and participation.
PART ONE: PLEASE CIRCLE THE APPROPRIATE ANSWER
A. Personal information
1. Age of respondents:
a) 20-30
b) 31-40 c) 41-50 d) 51 and above
2. Sex of respondent:
a) Male b) female
3. Qualification:
a) Secondary b) diploma
c) bachelor d) master and above
4. Marital status: a) Single b) married
5. How long have you been engaged with Banadir region?
a) Less than 1 yr b) 2-5 yrs
c) 6-9 yrs d) 10 or more years
PART TWO: PLEASE TICK THE APPROPRIATE ANSWER
1) Strongly agree
2) Agree
3) Disagree
4) Strongly disagree
NO
1
2
3
4
1
2
3
4
Research objective one
1.1 Division of labor
1.
The function of your department depends on partnership with
other departments within the Banadir region.
2.
Partnership of departments collectively produces the desired
efficiency and increase in productivity.
3.
Departments have the technical capacity required to carry out its
functions.
1.2 rules and principle of innovation
4.
There are established procedures to guide every office as to the
way of working.
5.
It is necessary to have these rules and regulations directing your
conduct and ways of working.
6.
You are working according to rules and regulations to eliminate
favouritism.
Research objective two
1
2
3
4
1
2
3
4
2.1 Bureaucracy
7.
Officials of the Banadir Region believe that citizens are their
clients.
8.
Officials of the Banadir region have ability to influence social
and economic development of the citizens.
9.
Banadir region needs administrative reforms for better service
delivery.
10. Inadequate salary and remuneration of the workforce affect the
quality and effectiveness of service delivery.
2.2 Public service delivery
11. Do you agree that customer service you rendered and the time it
takes to answer customer request is unsatisfactory?
12. Service delivery by public officials at the Banadir Region is
facilitated depending on whom you know.
13. Public reaction for poor services negatively impact on the
government security.
14. Do you agree with public’s perception that service delivery in
private businesses is better than Banadir Region?