By Marshall W. Meyer
This booklet examines intimately the method of switch in 240 urban, county and country public bureaucracies liable for neighborhood finance management. utilizing the longitudinal approach to research, the knowledge convey organizational constructions to be less strong than traditional stereotypes have prompt. Variables resembling organizational management, claims to area, and survival (as against alternative or reorganization) have been chanced on to mediate environmental results on bureaucracies. The e-book additionally discusses conventional theories of paperwork, theories emphasizing the significance of surroundings for organizational thought is feasible. The concluding bankruptcy attracts vast theoretical implications from the empirical findings of the learn.
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It is a hopeful account of the opportunity of organizational swap and development inside executive. regardless of the chant that “people withstand change,” it's attainable to influence significant reform in a wide paperwork. In Unleashing switch, public administration professional Steven Kelman provides a blueprint for attaining such advancements, according to his event orchestrating procurement reform within the Nineteen Nineties.
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Additional info for Change in Public Bureaucracies
Third, some attention to popu lations of organizations is also required in order to observe demise, reorganization, and replacement of existing struc tures. There is a third possibility that students of organizations have preferred not to entertain but must be considered here- namely that a highly general theory of organizations is unlikely, even among organizations in a single society. , the argument that the cultural and social sciences differ from the natural sci ences in that the former deal with noncomparable (ideog raphic) units - might be invoked in support of this claim.
Lengthy interview schedules re quiring an average of one full week per organization to com plete were administered by the researchers. The theoretical aims of the Aston group were not as ambitious as their data were massive. Schooled primarily in psychology, Pugh and his colleagues focused their initial empirical work more on classification and taxonomy than on testing causal proposi tions about organizations. In their later work, which went beyond the initial stage of classification, organizational size emerged as the dominant causal variable .
The scope of data collected encompasses the number and diversity of organizations studied and the number of variables measured. The level of theoretical de velopment is judged by the range and generality of concepts used in interpreting empirical results. Quantitative assess ment of research studies along these dimensions is not easy, but some qualitative rankings are possible. For example, the scope of data collected by the Aston group exceeded that of any other research study; Blau's empirical studies were more extensive than Woodward's; Hage and Aiken and Lawrence and Lorsch amassed the least data about organizations, al though a great deal of information from individual people, in their analyses.