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Copyright of URVIO - Revista Latinoamericana de Seguridad Ciudadana is the property of FLACSO - Ecuador (Facultad Latinoamericana de Ciencias Sociales) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The measurement of organizational performance, in particular the search for a model that brings the management process together with the expected results through strategies, has been one of the most important issues in the Administration in recent decades. Recently, efforts have been made to adapt to public sector organizations approaches and technologies originally developed for businesses, especially in countries such as Peru, seeking to influence governments' ability to produce results. However, the concrete evidence of local government suggests that the implementation of management processes in this area reduces its chances of success because of the highly structured nature of management, the rigidity of the organizational design and the government regulation itself. This article argues that the performance improvement comes from reconciling the dimensions of the strategy and the structure. On this basis, there is a tool to assess organizational performance in terms of make flexible the functional structure and to adapt it towards logic of process management. In this way the strategy may gain intensity, causing the alignment of processes and create visible results of these, allowing to evaluate the performance of the areas, managers and ultimately, the organization. [ABSTRACT FROM AUTHOR]

In 2006, thanks to an international cooperation project, an administrative simplification process was implemented in a Peruvian province municipality to evaluate and modify the stages for the issuance of operation permits. As this initiative was organized by the cooperating institution, access to information was not complete and this resulted in overlapped efforts, additional time investment, changes in the budget and, above all, some inaccuracies in the expected results, which were noticed at the end of the consultation process by the municipality's own staff. This case will demonstrate the importance of taking into account the points of view of an organization's members during the decision-making process, as this is the key to success in any change initiative. [ABSTRACT FROM AUTHOR]