Rule-Making Process - Research Paper Example

RULE-MAKING PROCESS Introduction In improving business processes, most organizations have adopted the rule making process. This is because they understand that business processes have to satisfy customer’s needs to start with and has to end with public satisfaction. The business rule making process involves aligning the public rules in a way that all the needs and wants of clientele groups are placed according to their expectations. This management process promotes business effectiveness as well as efficiency. It also aims at promoting innovation, flexibility and technology integration. This is the reason why the public have to strain for the attainment of process objectives as it improves processes which include process to define, improve and measure the optimization of rule making. The above study analyses how the stages involved in the rule-making process are able to afford clientele groups with opportunities to influence the process in their favor.  Opportunities to Influence in Public Administration In public administration, rule-making process involves the executive and independent agencies that create regulations. The legislatures first formulate policy mandates and agencies follow creating detailed regulations. Rule-making process is the means where government regulations are created which include policies on environmental protection, workplace safety and food safety. To achieve the rule-making process, it is necessary to have a direction on which to follow. The first stage includes the design stage. Having a good design which involves legislation is important as it reduced the number of problems that may occur in case the state wants to improve the process in future. This stage involves passing of a law and creating new administrative agency. It also aims at ensuring that the right design is implemented which include determining the process to be improved, forming the management team to work on the process, defining effective roles and responsibilities of every team member and finally identifying the objectives, goals and the expectations of every clientele group involved. The second stage is the releasing of advance notice of the proposed process. This makes it easy in defining the right rules to be implemented to the public. This involves publishing of the initial analysis of the matter for the public to input major issues. Any information regarding the proposed rule is provided to the public and they are advised to review for any change. The third stage is where the agency publishes the proposed rule by use of the regulatory language in the Federal Register. In this stage, a discussion on the analysis is printed and the agency gives its feedback. The public has to analyze the previous process in order to be able to improve it. The current process should be documented and notes should be taken on how and where to improve. The fourth process is the measuring the current process to realize where the company has achieved and what needs to be changes to achieve batter results. This also involves learning who you really are and establishing a particular baseline. It also looks at the qualitative and quantitative measures to be taken to improve the rule process. The fifth step is the identification of the barriers hindering the improvement of the process and it also analyses the public comments. Some of these barriers involve resistance to change for example Federal government may not be ready for any change. The public may also hesitate in the process of adapting the new process. It is therefore necessary to inform the business stakeholders and ensure that they al agree to the change process and are able to comply with the rules as they are set. This is through training and encouraging the public to understand the importance of the rule-making process and the benefits it brings to the entire state. The firth step therefore involves identifying the obstacles preventing achievement of goals and applying a problem solving tool that helps in the identification of customers’ needs and requirements. The sixth step of the rule-making process involves analysis on the root cause and the release of the final rule. This is important as it helps in process management as every process has various problems that should be identified and solved. The root cause analysis enables the leaders in exploring all the methods necessary in solving problems that may occur and also determines the best possible way of implementing the process. It therefore identifies the causes of barriers and blockages. The seventh stage involved the development of solutions and the implementation plan and the judicial review. Development of solutions helps in improvement of the process as the judiciary gives a date on which the rule will be effective. This method involves documentation and training as it benefits the individuals using the process. The easier and faster the people using the process understand the change, the more successful will be the process. The rule making process also needs frequent monitoring and pilot study before implementation. This involves ensuring that al the methods of measurements are well set up and ensuring actual improvement is in place. Rule –making process afford clientele groups opportunities due to various reasons. One is because the process adds scientific expertise. In US for example, there is the introduction of Federal Food, Drug and Cosmetic Act which protects the sale of impure drugs, food or cosmetics. The Act therefore enables the department to test the purity of drug therefore protecting the clientele groups and giving them an opportunity to use pure drugs. The other way is that rule-making process adds the implementation of detail such as the legislation of automobile fuel efficiency which includes the development of engine tests use din calculating city mileage. This helps clientele groups to afford their opportunities as they are provided with expertise and complete standards. The other purpose of the rule-making process is the increase of industry expertise for example the introduction of U.S clean air Act and clean water Act. This helps the clientele groups for example those involved in United States Environmental Protection Agency to use appropriate emissions technologies in their industries. The rule-making process also improves flexibility for example by use of more detailed regulations and regulations are also changed after the emergence of a new technology. This helps the clientele groups in affording their opportunities as they are able to use newly improved techniques in their business therefore influencing favor to their life. The process also finds compromise for example where a divided legislature reaches an agreement on a particular legislative standard. In this case, every side holds that the implementation of regulations will favor more to its cause. The rule-making process therefore ensures that the public is well informed of the proposed rules before they take effect. The process also allows the public to comment on the proposed rules and to give in their opinions incase the process does not favor their opportunities. The process allows the public to access the records and analyze data behind the proposed rules in a way that the rules favor their opportunities. The rule-making process also analyzes comments and ideas from the public and tries to change the rules where possible to ensure that they meet the needs of the public and that they favor them in their opportunities. The agencies have also to create permanent records of the process and the actions are reviewed by a judge to ensure the process was effectively implemented. The rule-making bodies adopt a system by the use of similar frameworks and principles which ensures fairness, thoroughness and transparency. The leaders should occasionally disagree and give evidence of the reasons why change is important in a constant changing public rules. Conclusion Rule making process is one of the most important processes in Public administration. It is therefore necessary for all departments to follow the same process in improvement. All departments should agree on using one statute law all the departments should implement the process. This helps in attainment of the public goals and enabling the clientele groups to afford opportunities. The implementation of the process requires centralized control and all the highest levels of management should be present. This is because the process needs patience, good planning and frequent monitoring. The area should be continuously be monitored for improvement though the introduction of new methods, regulations and customer requirements. Bibliography Burgess John & Julia Connell, Training and Workforce Restructuring in Australia: An Overview. International Journal of Employment Studies 9, no. 1 (2001): 1-24. Dumpy C, & Dexter, Transformational and Coercive Strategies for Planned Organizational Change: Beyond the O.D. Model 2011, Organizational Studies 32, no. 4 (2011): 78-89. Garrick John, & Rhodes Carl, Economic metaphors and working knowledge: enter the 'cogito-economic' subject. Human Resource Development International 5, no. 4 (2001) 67-78. Hopkins K, Sleet D, Gisele C, & Trifiletti, L, Behavioral and social sciences theories and models: are they used in unintentional injury prevention research? Health Education Research 20, no. 3 (2004): 298-307. ITHAKA, ‘Organizational innovation and Organizational Change’ Annual Review of Sociology 25, (1999): 597-622. Kelly P, The March of Patriots: The Struggle for Modern Australia. Melbourne Publishing. Melbourne, (2011) 293. Kohlbacher, M. The Effects of Process Orientation on Customer Satisfaction, Product Quality and Time-Based Performance. Paper presented at the 29th International Conference of the Strategic Management Society, Washington DC, (2009): 11–14. Kotter, John. & Dan, Cohen. The Heart of Change. Boston: Harvard Business School Publishing, 2002.  Langfield-Smith, Kim & Chenhall, Robert. ‘Factors influencing the role of management accounting in the development of performance measures within organizational change programs’. Management Accounting Research 21, no. 4 (2002) 361-386. Lewis, L. Organizational Change: Creating Change Through Strategic Communication, Wiley-Blackwell, West Sussex, (2011) 256. Morgan, David & Zeffane, R. Employee involvement, organizational change and trust in management. The International Journal of Human Resource Management 14, no. 1 (2003): 55-75. Ronald, Ross. Principles of Business Rule Approach, Aw Professional, 2003.  Ryan, K. A computer scientist's introductory guide to business process management (BPM), ACM Crossroads 15, ACM Press, 2009. Terry, D. Victor & Sartori, G. Employee adjustment to an organizational merger: stress, coping and intergroup differences, Journal of General Psychology 12, no. 2 (1999): 105-122. Tom, Debevoise, Business Process Management with a Business Rule Approach, Business Knowledge Architects, 2005. Vom, Brocke. & Rosemann, M. Handbook on Business Process Management: Strategic Alignment, Governance, People and Culture 1, Berlin: Springer, 2010.  Von halle, Barbara. & Goldberg, Larry. The Business Rule Revolution. MIT Press, 2006. Read More