Abstract

It is believed that the organizational inefficiency of the ‘BPDB’ and ‘Power Division’ of Ministry of Power, Energy, and Mineral Resources (MPEMR) of Bangladesh is the main cause for current electricity crisis. Although there are changes in public sector management in the electricity sector of Bangladesh due to the NPM, the organization continue to value the bureaucratic and hierarchical organizational culture. Bangladesh government has taken several programs and has adopted policies for privatization and public-private-partnership. Still the Bangladesh government has not succeeded to mitigate the crisis. This industry faces long time negligence, corruption and inefficiency. Currently the crisis situation has become acute due to inadequate fund, weak governance and above all inefficiency. But the political interferences in organizational management, in bureaucratic activities, in personnel management and even in private investment process, are creating a huge problem for the development of this sector. This paper defines the Organizational management, efficiency, and weak governance of Bangladesh’s electricity industry. This paper examines the extent to which the electricity crisis of Bangladesh is the result of organizational inefficiency of the ‘BPDB’ and ‘Power Division’ of Ministry of Power, Energy, and Mineral Resources (MPEMR) of Bangladesh. This organizational inefficiency is actually shared between inefficiency of public organization and political interferences. It is discussed in this paper not only the organizational inefficiency causes the electricity crisis but also political interference, wrong policies , inadequate fund also responsible. This paper will show how the organizational culture, structure and strategies of the ministry and BPDB have resulted in the crisis. Moreover country’s corrupted and chaotic political system, the roles of parliament and civil servants are also discussed in this essay. Current electricity crisis can be considerably overcome by increasing the efficiency of the ‘Power Division’ as well as by stopping the political interference in decision making and in bureaucracy.

Highlights

  • In a public sector organization, efficiency measures the extent to which the organization is producing the maximum possible output for the benefit of the people from the available inputs (Madden et al, 1997)

  • It is believed that the organizational inefficiency of the ‘Bangladesh Power Development Board (BPDB)’ and ‘Power Division’ of Ministry of Power, Energy, and Mineral Resources (MPEMR) of Bangladesh is the main cause for current electricity crisis

  • This paper examines the extent to which the electricity crisis of Bangladesh is the result of organizational inefficiency of the ‘BPDB’ and ‘Power Division’ of Ministry of Power, Energy, and Mineral Resources (MPEMR) of Bangladesh

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Summary

Introduction

In a public sector organization, efficiency measures the extent to which the organization is producing the maximum possible output for the benefit of the people from the available inputs (Madden et al, 1997). This paper examines the extent to which the electricity crisis of Bangladesh is the result of organizational inefficiency of the ‘BPDB and Power Division’ of Ministry of Power, Energy, and Mineral Resources (MPEMR) of Bangladesh. This organizational inefficiency may be shared between government organization and political interferences. Ministry of Power, Energy, and Mineral Resources (MPEMR) of Bangladesh controls the electricity industry through power division and power cell that are government and non-profit public organizations (BPDB, 2010). In Bangladesh Power Division and Power Cell are working according to the desire of the Ministry of Power, Energy, and Mineral Resources (MPEMR) and political agenda of the government. On the other hand Moore (1984) suggests that, the gist of public management is ‘conceiving and implementing public policies that realize the potential of a given political and institutional setting’ (Moore, 1984, p. 3)

NPM in organizations
Concept of organizational efficiency in public organization
Private-public partnership
Background and Present Organizational Structure of the Electricity Industry
Initial ownerships
Present structure of the industry
Electricity Crisis
Privatization and Public-Private-partnership
Electricity crisis due to organizational weaknesses
Inefficient organizational management
Corruption
Weak governance
Wrong policy
Insufficient Government funding
Long term absence of government oversight
Other Responsible Factors
Politicians’ role
Role of private investors
Activities of parliament
Roles of the multilateral organizations and donor agencies
Findings
Conclusions
Full Text
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