Examining staff Perception on Operations Management (OM) as a Role for Senior Management or Organization from a Decision-Making and Ownership Perspective: Reconceptualization of OM in NGOs

Abstract

This paper explores staff perception of Operations Management in Non-Governmental Organizations to determine whether OM is a role specifically a Senior Management Team function, or a role that should be shared jointly across all organization levels as it involves decision-making and role ownership; reconceptualization of Operations Management in NGOs. By adopting a decision-making and ownership perspective, the study examines how Operations Management roles are understood and owned by different staff levels. The narrative presented in this research paper is based on a mixed-methods approach, combining both qualitative and quantitative data. Data was collected from qualitative interviews conducted using Google Forms questionnaires distributed among various non-governmental organizations staff members from different departments and hierarchies, and a data analysis tool was employed. The questionnaires comprised pertinent questions that were derived from independent and dependent variables, ensuring a comprehensive understanding of the research topic. Key variables included organizational role level: Senior Management Team, support staff, program staff, admin staff; staff perceptions of Operations Management: ownership, decision-making and contribution to performance. By exploring these elements, the research fills the gap on who should be responsible for Operations Management decision-making and ownership within an organization. The study findings indicated the recognition and performance of Operations Management practices across all management levels. The study suggests that the Senior Management Team and all management levels are actively engaged in Operations Management through decision-making and ownership, which improves the efficiency and effectiveness of service delivery. However, the study exposed a gap in operational accountability among staff members, highlighting the issue of assuming responsibility without Operations Management understanding, which has an impact on the organization’s performance. The study will contribute to the existing Operations Management literature, explicitly for the non-governmental sectors and similar organizations that are mission-driven.