Macroprocess 11 Financial Management

The Macroprocess 11 Financial management aims to " Ensure the effective and transparent use of financial resources by defining, executing and verifying guidelines and providing financial and accounting services, ensuring that all objectives are achieved". Scope: Hemispheric level. Technical and regulatory actions. Centralization at strategic levels and at Headquarters. Partially decentralized at the tactical and operational level, per region and per countryA Process Manual. It shows the flow of activities, sub processes and processes that make up the Macroprocess 11 Financial Managemen

Macroprocess 13 Specialized Services for Institutional and Diplomatic Relations

The Macroprocess 13 Specialized Services to Institutional and Diplomatic Relations aims to "Ensure the provision of effective support to specialized, technical services associated with diplomatic management, protocol assistance and Governing Bodies". Scope: Hemispheric level. Technical-regulatory actions and execution rendered services. Centralization at strategic levels and at Headquarters. Decentralization at operational level per country.A Process Manual. It contains the flowcharts of activities, sub processes and processes that make up the Macroprocess 13 Specialized Services to Institutional and Diplomatic Relation

Macroprocess 06 Auditing

The Macroprocess 6 Auditing aims to "Verify IICA's compliance with existing regulations, policies and processes, its adequate use of resources and efficient management". Scope: Hemispheric level. Centralization for technical regulatory actions. Execution of validations actions at Headquarters and IICA Delegations, as well as for externally founded projects.A Process Manual. It contains the diagrammed flows of activities, sub processes and processes that make up the Macroprocess 6 Auditing

Macroprocess 04 Institutional and Diplomatic Relations

The Macroprocess 04 Institutional and Diplomatic Relations aims to " Develop and strengthen diplomatic and institutional relations that enable IICA to carry out the mandates of its governing bodies, manage public-private sector partnerships, and pave the way for growing access to external resources.". Scope: Hemispheric level. Technical and regulatory actions. Centralization at strategic levels and at Headquarters. Decentralization at the tactical and operational level by region and country.A Process Manual. Contains the diagrammed flows of activities, sub processes and processes that make up Macroprocess 4 Institutional and Diplomatic Relations

Macroprocess 12 Management of Contracting and Services

The Macroprocess 12 Procurement and Services Management has as a general objective " Guarantee adequate availability of goods and services and optimal preservation of infrastructure, on the basis of efficiency and adequate expenditure management”. Scope: Hemispheric level. Technical-regulatory actions at the hemispheric level. Centralization at strategic levels and at Headquarters. Partial decentralization at tactical and operational level per region and per country.A Process manual. It contains the flowcharts of the activities, sub processes and processes that make up Macroprocess 12 Management of Contracting and Services

Macroprocess 08 Integrated Project Management

The Macroprocess 08 Integrated Project Management aims to “Ensure the effective management of technical cooperation and organizational development projects at the regional, multinational, and national levels and at Headquarters in their various stages, assisting in the recruitment and articulation of the required internal and external resources”. Scope: Hemispheric level. Centralization for technical-regulatory actions. Partial decentralization per approval levels (Headquarters, Regional and National). Full decentralization for project execution. Technical Cooperation Projects and Organizational Development Projects.A Process Manual. It contains the diagrammed flows of activities, sub processes and processes that make up the Macroprocess 8 Integrated Project Management

Macroprocess 02 Communication and Image

The Macroprocess 02 Communication and Image aims to “Guarantee the development of an organizational image consistent with IICA's strategy and identity, by communicating effectively with key groups to increase awareness about IICA and to enhance its visibility and reputation”. Scope: Hemispheric level. Technical-regulatory actions at hemispheric level. Centralization at strategic levels at Headquarters. Decentralization at the tactical and operational levels by region and country.Process Manual. Diagrammed flows of activities, sub processes and processes that make up the Macroprocess 02 "Communication and Image"

Macroprocess 10 Information and Communication Technologies (ITC)

The Macroprocess 10 ICT aims to: " Ensure that the Institute has access to the best information technology, to carry out effective institutional and technical cooperation processes, promoting collaborative work, applying innovative criteria and optimizing the available resources". Scope: Hemispheric level. Technical and regulatory actions at the hemispheric level. Centralization at strategic levels and at Headquarters. Partial decentralization at the tactical and operational level, per region and per country.A Process Manual. It contains the diagrammed flows of activities, sub processes and processes that, together, make up Macroprocess 10 Information and Communication Technologies

Delegation and Organizational Design

This paper concentrates on the question of organizational design under asymmetric information. The design of the organization has two parts: first, communication channels between the members should be established and second, the tasks should be allocated to the party that performs it in the most efficient way. We show that if the decisions are delegated to the agents, the agent's decisions reveal the information they have to the principal. Delegation is then a mechanism to transfer information. Given that delegation is costly, the principal should decide how many decisions she delegates. In this paper, we show that delegation is only partial. The agents do not receive power over all decisions and some agents may receive power will the other will not even if they are identical.Delagation;Hierarchy;Assymmetric information

Organizational Design and Resource Evaluation

A crucial problem of evaluating, discovering, and creating the value of resources remains at the center of the subject of business strategy. The present article draws on reliability theory to advance an analytical platform that can address part of this problem, the evaluation of resource value. Reliability theory offers a way to model managerial ability and to derive the evaluation properties of organizations, boards, teams and committees. It is shown how the problem of resource evaluation can be remedied by proper evaluation structures. An evaluation structure that is build out of a very few agents can achieve significant improvements. A simulation of the classical n-armed bandit problem shows how evaluation structures can help managers select innovations of better economic value.Reliability theory, resource value