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Decision Making & Strategy, Rainey :pencil2:, George :pencil2:, Ocasio…
Decision Making & Strategy
Formulating Purpose
Power
External Power & Politics Influence Internal
Political Alliances
Public Bureaucracy
External Authorities & Political Actors
Factors
strong, well-organized constituencies
strong commitment to the agency and its role
expertise required for the delivery of a service
skillful leadership
organizational cohesion
Bases of Power
Expert
Legitimate
Referent
Coercive
fundamental attribute of government
Reward
Particular units of organizations gain power through dependency and strategic contingencies
adjudication units
subunits
Levels
Management
influence allocation of resources
control key decisions
network centrality
Low Level
Expertise
Coalitions & Unions
rules & Norms
Middle Management
Empowerment
Build Power
Provide Resources
Build Networks
Build Dependence
Influence flow of Info
Own uncertainty areas
Enhance Legitimacy
Be Assertive yet Subtle
elusive & complex
Decision Making
Rational
values to assess goals known
examine alternatives
Relevant goals known
choose efficiency for maximizing goals
Techniques
Math models
PPBS
Zero-based budgeting
Manage by Objectives
Public Managers are self-interested, wanting more for their organization
Limited to bounded rationality
Contingency Decision Making
Intuitive
Incremental
limited changes
mixed scanning
logical
Process
Development
Selection
Identification
Garbage Can Model
Conditions
Media Influence & others
Time constraints
Policy Ambiguity
shaky coalitions
Strategy
Frameworks
Portfolio Model
market growth & share
tractability of the problem & public support
stakeholder management
Strategic planning systems
competitive analysis
Strategic issues management
process strategies and strategic negotiation
logical incrementalism
Application
SMG
SWOT
Research
Ownership impacts strategy
strategic domains
Miles & Snow Typology
Prospectors
Defenders
Analyzers
Reactors
Strategic Variation
Boschken
strategic stance & action
Boyne, Law, Walker
Andrew, et al
Berry& Wechsler
Meier, O ’Toole
Hickman
Ring & Perry
Strategic Planning
Elements
internal/external environment
identification of issues and plans to address them
Mandate, mission, values
includes procedures, tools, practices
Historical Context
Harvard Policy Model (Andrews 1980)
find the fit
SWOT analysis
Synoptic Planning Theory (Dror 1983)
analysis &systematic approach
step-wise approach to decision making
Goal Setting Theory (Locke & Latham 2002)
concrete goals needed
address core issues and prioritze
New Public Management
Critiques / Debate
Mintzberg 1994
doesn't necessarily contribute to strategic thinking
Martin 2014
strategy can be controlled is a lie
Bovaird 2008, Buller 2015, George 2018
SP is not effective, doesn't work
not good for complex orgs
Mintzerg 1978
not flexible enough
logical incrementalism
SP too rigid
focus on efficiency/effectiveness counterproductive
Conditions & Moderators
Formality
important effect size
Pracipatory
less important
Comprehensive
important effect size
Integrative stakeholder participation theory
Dimensions
Effectiveness
SP most potent
Responsiveness
Outcomes
Efficiency
SP least potent
Financial Performance
Public-Private distinction
positive, moderate, and significant impact on the SP–OP
relationship
US vs Non-US Contexts
benefits holds across geographies
Common & Multiple-source data
Implications
SP beneficial in public sector
critiques lack empirical grounding
study did not focus on complex systems
SP is a multi-dimensional construct
Political Capital & Power
Critical mechanisms
Status
Identification
Legitimacy
Resource Dependance
Power
Shaped by social structures
hard power
soft power
Source vs exercise of power
Bourdieu
practice perspective
institutional theory
capital varieties
economic
financial & ownership
cultural
endowments through socialization
social
networks
benefits through brokerage (Bert 1997)
benefits through bonding (multiple)
benefits through social status (Podolny)
benefits through multi-mechanisms
symbolic
prestige
limited for analysis in orgs
Other capital
reputation
perception
organization
administrative/ discretion
knowledge
information, abilities, talents
institution
define rules
Integrative framework
capital as political resource used to generate revenue
political capital & power is convertible and an investment
political capital generates a flow of power
Use of Political capital
Structural (Colombo 2015)
Economic (Dencker 2019)
Contingent value Cultural (Thornton 1999)
Status (Briscoe 2011)
convertibility (Mehra 2006)
Identification (Rivera 2012)
Legitimacy (Westphal 2008)
Use of power Activation (Kamoche 2014)
Mobilization (Obukhova 2013)
Mechanisms & Resource dependence (Stam 2008)
Rainey :pencil2:
George :pencil2:
Ocasio :pencil2: