Abstract
Outsourcing has become one of the most powerful, organisation-shaping management tools available today. However, the UN’s experience in outsourcing is limited to providing troops for peacekeeping operations. The purpose of the paper is to develop an outsourcing scorecard for the UN and similar organisations. Forty national and international organisations were surveyed through questionnaires, review of relevant literatures and records. The research established that by identifying core competencies, goals and objectives, risks, selection of provider as well as measurements and evaluation of providers performance using an outsourcing scorecard, support functions can be outsourced successfully. Other criteria indicated as important is peace-building, suitable for humanitarian organisations. The scorecard developed by the research could provide the UN with a number of benefits, such as maximization of efficiency and savings in costs. The paper develops the first outsourcing scorecard to guide the UN and similar organisations in identifying services that can be outsourced successfully.
Highlights
Understanding the prevailing organisational culture is crucial for organisations operating in a global environment
The cultural orientation of an organisation could aid in attaining a competitive advantage, as it provides guidelines that direct the behaviour of individual members
This paper reports the findings of an investigation into a leading South African security company, using the Competing Values Framework (CVF) to determine the dominant culture of the organisation
Summary
Understanding the prevailing organisational culture is crucial for organisations operating in a global environment. The cultural orientation of an organisation could aid in attaining a competitive advantage, as it provides guidelines that direct the behaviour of individual members. These behavioural guidelines affect and influence aspects such as quality and service delivery to customers. This paper reports the findings of an investigation into a leading South African security company, using the CVF to determine the dominant culture of the organisation. It reports the implications of the dominant organisational culture on the overall functioning of the organisation
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