Abstract
Hidden costs represent the economic impacts of dysfunctions that disrupt the management and functioning of companies and organizations in terms of working conditions, work organization, communication-coordination-consultation, time management, integrated training or strategic implementation. These costs are called hidden because they are generally not, or poorly taken into account by the traditional accounting systems of organizations. The measurements carried out by Iseor for more than forty years in 1,310 companies or organizations in 37 countries, show that the hidden costs represent in the order of € 15,000 to € 60,000 in loss of added value per person and per year according to the companies. They thus represent a gigantic endogenous source of added value, subject to knowing not only how to measure them, but also to put in place suitable methodologies to convert them into performance and self-finance survival and development strategies. Hidden costs do not appear in a company's information systems, general and cost accounting or budget. However, they allow the organization to understand some of its economic difficulties and to find levers for improving its performance. As they are neither measured nor monitored, hidden costs are not factored into business decisions. Such an omission leads to analyzes, erroneous interpretations and inappropriate decisions.
Highlights
The Ugandan government has for over the two past decades been experiencing difficulties in terms of administrative expenses management
Managing one's performance is becoming an essential management method, according to the Society for Human Resource Management (SHRM); “It is imperative that the Ugandan government improves the performance of their different ministries and agencies if they are to provide the citizens of the twenty-first century with quality and cost-effective services
The question of hidden costs has today become a real issue for decision-making within organizations and especially in government ministries and agencies, and to deal with dysfunctions in order to research the effects of dysfunctions on the performance of the Ugandan government, which will make it possible to financially assess their causes and consequences to propose solutions in order to refine strategic choices
Summary
The Ugandan government has for over the two past decades been experiencing difficulties in terms of administrative expenses management. Managing one's performance is becoming an essential management method, according to the Society for Human Resource Management (SHRM); “It is imperative that the Ugandan government improves the performance of their different ministries and agencies if they are to provide the citizens of the twenty-first century with quality and cost-effective services. Modifications to existing solutions to traffic congestion as well as new ones, such as the Bus Rapid Transit or necessary improvements in the current road network, are likely to benefit from this analysis This project can set the ground for further studies related to the causes and consequences of congestion in Kampala, including on the wider effects of congestion on urban development and on the impact of school transportation on congestion in the city
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