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Organizational Golas and Effectiveness, Organizational Structure, Design,…

- - - - Effectiveness in pursuing those goals
        
        Influences the quality of our lives
        
        influence our ability to survive
  - - - Performance plans
      - Strategic plans
  - - - Public org will perform better if the people in them clarify
        
        clear goals
        
        performance measures
      - Becoming more like business firms
      - This approach may not work in (environment that is) (Radin, 2000)
        
        fragmented
        
        institutionally plural
        
        politically plural
        
        Multiple authorities and actors do not always agree of the goals and performance criteria
    - - Use concept of organizational effectiveness
      - Cannot use profitability as in assessing business firms
      - Researchers attempted different approaches to org goals and effectiveness
- - - - Agency managers feel pressures to balance conflicting, idealized goals
        
        Conservation agencies
        
        to conserve natural resources
        
        to develop them
        
        Prison commissiones
        
        punish offenders
        
        to rehabilitate them
        
        Police chiefs
        
        controlling crime, keeping the peace, enforcing the law, preventing crime, ensuring fairness and respect for citizen rights
        
        operating efficiently and with minimal costs
    - - Buchanan (1974 and 1975)
        
        Federal agency managers have lower org commitment, job involvement, and work satisfaction than managers in private business
        
        His conclusion: the vagueness and value conflicts inherent in public org are the reasons
      - Boyatzis (1982)
        
        Study of competencies
        
        Public managers displayed weaker "goal and action" competencies
        
        His conclusion: the absence in the public sector of clear goals and performance measures such as sales and profits.
      - Goal ambiguity - consequent difficulties in developing clear and readily measurable performance indicators
        
        Performance evaluation then are based on the basis of adherence to proper procedure and compliance with rules
        
        Executives and managers in public agencies also tend to add even more rules and clearance requirements and add more hierarchical level of review and resist delegation
        
        Induce a vicious cycle of "inevitable bureaucracy" (Lynn, 1981)
      - Blumenthal (1983) reflecting on his experiences as a top federal and business executive
        
        No bottom line in government
        
        Media relations, general appearance and reputation, an political relation - more important in assessing an executive's performance than indicators of the performance of his agency
        
        Similar observation by Allison (1983)
- - - - A goal is always embedded in a set of goals, tried to maximize simultaneously
        
        such as to achieve excellence in delivery of services
        
        also keep maintenance schedule up
        
        keep the members happy and motivated
        
        maintain satisfactory relations with legislators and interest groups, and so on
    - - at different levels of generality
      - in various terms
      - in various time frames (short vs long term)
    - - In annual reports, they make glowing statements of their commitment to general welfare e.g. an automobile company-commitment to providing the safest, most efficient automobiles
      - Yet the actual behavior may indicate more concern with their economic security
    - - Suggested a framework to use in developing Management by Objectives (MBO), he describe as a funnel
      - The organization moves from greater generality to greater specificity
      - Stating goals and missions, key results areas, indicators, objectives, and finally, action plans
    - - Satisfying interests (clients and members)
      - producing output
      - making efficient use of inputs
      - investing in the organization
      - acquiring resources
      - observing codes (such as laws and budgetary guidelines)
      - behaving rationally (through research and proper administration)
    - - Encounter the problem between subjective measures and objective measures
      - Some asked respondents to rate the effectiveness of organizations
      - sometimes asking members for the ratings
      - sometimes comparing members' ratings of their own units in the org with the rating provided by other members
      - sometimes asking people outside the org for ratings.
      - Other developed more objective measures such as provitability and productivity indicators
  - - - Whether an organization can attain valued resources from its environment to sustain itself.
      - They placed effectiveness criteria in a hierarchy, with the organization's ability to exploit external resources and opportunities as the ultimate criterion.
    - - Examine how many resources and agency provided to other agencies (resource outflow) and received from other agencies (inflow)
- - - - Means vs ends
      - flexibility vs control and stability
      - Internal vs external orientation
- - - - Clear chains of command and authority
      - A centralized authority structure
      - Narrow "spans of control"
      - Highly specialized, clearly described task assignments
- - - - Design positions
      - Design of superstructures
      - Design of Lateral Linkages
      - Design of decision-making systems through decentralization
- - - - one person or group may regard a rule as burdensome and absurd, another person or group defends it as an essential protection of the public interest (Kaufman, 1977)
      - Bozeman and others (Bozeman, 2000; Bozeman and Feeney, 2011) have developed the concept for use in research, however, and their research tends to support the generalization that public organizations have more red tape than private ones
        
        Bozeman also develops concepts for dimensions and types of red tape, such as rule inception red tape
        
        Rule-evolved red tape occurs when rules drift away from their original form because of how they are implemented or because they are incompatible with other rules
      - Pandey and Kingsley (2000) and Pandey and Scott (2002) - red tape should be regarded as a concept distinct from formalization
      - the public managers have consistently reported higher levels of red tape than the business managers (Rainey, Pandey, and Bozeman, 1995)
      - the public managers have reported certain administrative function longer times than the business managers (Bozeman and Rainey, 1998; Scott and Falcone, 1998)
      - the reason why red tape exist is because government agencies are subject to control by external authorities that impose the rules on them
        
        it contrasts with the common assertion that a lot of rules and red tape originate inside public bureaucracies because bureaucrats have an affi nity for rules and because higher-level government bureaucrats issue a profusion of rules in attempts to control lower-level bureaucrats
        
        Bozeman and Bretschneider (1994) provided explicit evidence of these patterns with R&D laboratories example.
        
        Government ownership brings with it the formal authority of oversight agencies to impose rules, usually governing personnel, purchasing, and accounting and budgeting procedures
        
        Bretschneider (1990) provided more evidence in an analysis of decisions about computer systems in public and private organizations
        
        government ownership often subjects organizations to central oversight rules over such matters as personnel, purchasing, and budgeting and accounting procedures
- - - - moves organizations toward fewer hierarchical levels, tasks that are less routine and more craftlike, more teamwork, more training, and more emphasis on skills in cognitive problem solving than in manual expertise (Daft, 2013, pp. 271–272)
      - led to the term of digital corporation