Managerial
structure of the
“Digital
government
support center”
Presented by: Ashtayeva Akerke, Bekenova Tomiris,
Sarsen Dina, Shatenova Kamila, Mamyrkhanova
Zhamal, Ramazan Mubarak
Checked by: Supriya Banerjee
Content Plan:
Introduction
Interview process
1st question
2nd question
3rd question
4th question
5th question
6th question
Conclusion
INTRODUCTION
The “Digital Government Support Center” RSE on REM was created, which acts
as a methodological and coordinating (think tank) core to support project
management processes, reengineer business processes of state bodies, and
review draft regulatory legal acts for "digitization". It has 5 main departments
such as digital transformation center, unified situation center, project
management and monitoring center, E-Government architecture center and
the center of expertise.
Interview process,
Sample questions
Face-to-face interview;
A purposive sampling strategy;
The 6 open-ended questions;
The answers were marked by the
interviewer on paper and also
recorded over the phone with
permission to discuss them with
other team members.
1ST QUESTION:
CAN YOU DESCRIBE THE ORGANIZATIONAL COMMUNICATION
OF YOUR ORGANIZATION? IS IT DOWNWARDS, UPWARDS,
HORIZONTAL OR SOMETHING ELSE?
ANSWER OF INTERVIEWEE:
“I THINK THAT IN OUR ORGANIZATION WE USE MORE DOWNWARD
COMMUNICATION, LIKE IN MOST COMPANIES IN KAZAKHSTAN. I
BELIEVE THAT THIS TYPE OF ORGANIZATIONAL COMMUNICATION
IS USED IN THOSE COMPANIES, WHERE CLEAR AND DIRECTIVE
COMMUNICATION IS ESSENTIAL. ALSO, WITH THIS
COMMUNICATION EVERYONE WILL UNDERSTAND AND FOLLOW
POLICIES AND GOALS; IT HELPS LEADERS SHARE STRATEGIES AND
CHANGES DIRECTLY WITH STAFF. MOREOVER, I, AS AN EMPLOYEE,
CAN SEE WHERE WE ARE GOING AND WHAT ARE OUR
OBJECTIVES.”
2ND QUESTION:
HOW ARE DEPARTMENTS OR TEAMS ORGANIZED, AND HOW DO THEY
COORDINATE OR COLLABORATE WITH EACH OTHER ON PROJECTS?
Answer of interviewee:
"As a large organization, we structure our
departments based on key functions—such as digital
transformation center, unified situation center, project
management and monitoring center, E-Government
architecture center and the center of expertise. Each
department has its own team leader or manager who
oversees daily operations and ensures alignment with
broader company goals. Within these departments,
teams may be further divided by specialization,
allowing for focused expertise.”
To foster collaboration across departments:
project management software
regular interdepartmental meetings
set up cross-functional teams
3RD QUESTION:
HOW THE MISSION AND OBJECTIVES OF THE COMPANY ARE DETERMINED? HOW IS THE
DECISION-MAKING PROCEDURE CARRIED OUT?
Answer of interviewee:
“The final goal of the project is determined by our CEO, then all
heads of 5 departments discuss, brainstorm and explain their
ideas, methods or suggest how best to achieve the goal using less
time and resources. And then each coordinator determines the
roles and responsibilities of their team.”
Democratic leadership style
Planning
Goal Setting
CEO->Senior managers of departments->Coordinators->Middle managers
->Junior managers
4TH QUESTION:
How does communication typically flow between different levels of the
organization, such as between management and frontline employees?
Official meetings and reports:
“Every week we meet with the management to discuss key tasks and a plan for their solutions. At these
meetings, the management usually presents a new project or asks about progress. While employees, on
the contrary, ask their questions or raise important topics for discussion”
Daily interaction and digital channels:
“We also actively use digital platforms for convenient and fast communication between departments. For
example, we often use corporate messengers such as Microsoft Teams, Telegram, or WhatsApp.
Sometimes, we use Notion for general projects, where we can schedule our tasks point by point”
Mentoring and internal training system:
“Moreover, we often hold special workshops and training lectures through which employees develop their
professional skills, find or strengthen connections with other people, and share knowledge. This system
also helps new employees adapt quickly”
Thus, we found that in their center there is a high channel richness, a downward type of
communication, as well as an atmosphere of open communication.
5TH QUESTION:
COULD YOU DESCRIBE THE TEAM ATMOSPHERE
AND WOULD YOU CONSIDER YOUR TEAM
EFFECTIVE?
Answer of interviewee:
“Our team atmosphere is built on trust,
open communication, and accountability.
We encourage to discuss different
perspectives openly, which strengthens our
commitment to shared goals. Each member
is clear on their role and everyone has a
sense of responsibility for a common goal.
We try to keep an efficient team and a
friendly atmosphere. And yes, I think, it
makes us a highly effective team focused
on delivering impactful projects together.”
Based on the answer, we can conclude that their team is effective, as they demonstrate all the essential
qualities for success: trust, healthy conflict, commitment, accountability, and results orientation. By
fostering these positive traits, they safeguard themselves against common team dysfunctions.
6TH QUESTION:
WHAT EMPLOYEE CRITERIA DO YOU LOOK AT
WHEN SELECTING?
Answer of interviewee:
“First of all, we look at the candidate’s
motivation and determination.
Because without the desire to develop,
we cannot be a full-fledged team.
Further, knowledge in the field of
developed technologies, his past work
experience and teamwork skills are
assessed. Having assessed how he
behaves during the interview, we add
up all these factors.”
Conclusion
Communication between
management and employees is
the key to success. competently
coordinated work will be both
effective and productive. By
applying the right development
and recruitment strategies, any
team can achieve good heights
www.govtec.kz
Thank
You
