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Goals and Structure of Public Organization - Coggle Diagram
Goals and Structure of
Public Organization
Goals
General goals
Official goals
major values and purposes
Operative goals
specific immediate goals
Vague, Intangible,
and Multiple
lower organizational commitment, job involvement, and work satisfaction
"Inevitable bureaucracy"
weakening of the authority of top leaders
Effectiveness
Models for assessing
Goal approach
(Simple model)
Goal clarification (MBO)
Subjective and objective measures
Mott (1972)
quantity, quality, efficiency, adaptibility and flexibility
Systems-Resource approach
Attain valued resources
(Yuchtman and Seashore (1967))
Molnar and Rogers (1976)
resource outflow
resource inflow
Participant- Satisfaction models
feel that fulfills their needs
share its goals and works
Human resource and Internal process
internal communications
leadership style
motivation
interpersonal trust
Goverment Performance Project
Internal process
evaluate the capacity of management system
Financial
Human resource
Capital
IT
Managing for results
Multiple measures
Campbell (1977)
not capture effectiveness in the general public interest or political economy
Cameron (1978)
objective and perceptual criteria
Well-rounded and Balanced measures
CVF
Quinn & Rohrbaugh (1983)
internal vs external
flexibility vs control, stability
means vs ends
Balanced Scorecard
Kaplan and Norton (1996)
financial
customer
internal
learning and growth
effectiveness of Network
Structures
Political
Dynamics
Contingency
Perspective
flexible and
organic structures
Organizational Design
Strategies
Jay Galbraith (1977)
information-processing
approach
hierarcky of authority
set plans and goals
narrow span of control
Mintzberg ’s Synthesis
Operating core
Strategic apex
Middle line
Technostructure
Support staff
Positions
Superstructures
Lateral Linkages
Decision-Making Systems( Decentralization)
Simple structure
Professional bureaucracies
Machine bureaucracies
Divisionalized forms
Adhocracy
Alternative design
Geographical Designs
Matrix Design
Functional Structures
Product and Hybrid Structures
Market and Customer-Focused Designs
Dimensions
Centralization
location of decision-making authority
Formalization
rules and regulations
Red Tape
burdensome administrative rules and
requirements
Complexity
the number of subunits, levels and specialization
Influence
Size
Argyris (1972): the effects of size are not clear-cut
Environment
Institutional models
Tech and Tasks
Perrow (1973)
craft technology and engineering technology
IT
Cooperation & Comunication
Intranet, Web site
Digital goverment, E-government
Decision-making process
management information system
geographic information systems
Challenges
IT innovations were not contributing to cost savings, revenue generation, and downsizing
Strategic choice
Social Media
Public participation in problem solving
Citizen unrest and protest
Social Network: Interaction & Information sharing
Mergel & Bretschneider (2012)
intrapreneurship and experimentation,
constructive chaos,
institutionalization