By Tom Christensen, Per Lægreid, Paul G. Roness, Kjell Arne Røvik
Public region firms are essentially diverse to their deepest zone opposite numbers. they're multi-functional, stick with a political management, and the bulk don't function in an exterior marketplace. In an period of swift reform, reorganization and modernization of the general public quarter, this booklet deals a well timed and illuminating creation to the general public region association that acknowledges its certain values, pursuits, wisdom and power-base.
Drawing on either instrumental and institutional views inside association idea, in addition to democratic conception and empirical experiences of decision-making, this text addresses 5 imperative features of the general public region association:
- goals and values
- leadership and steering
- reform and alter
- effects and implications
- understanding and design.
This volume challenges traditional financial research of the general public quarter, arguing as an alternative for a democratic-political strategy and a brand new, prescriptive association concept. A wealthy source of either concept and perform, Organization thought for the general public region: device, tradition and Myth is vital interpreting for anyone learning the general public sector.
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Additional info for Organization Theory and the Public Sector: Instrument, Culture and Myth
Why are some interests reviewed while others are neglected? And why are some decisions implemented quickly and painlessly, while others are opposed, changed or simply peter out? Second, decisions in public organizations can be directed towards internal organization. These can be decisions regarding reorganizing the formal structure through mergers, divisions or moving organizational units vertically or horizontally, changes in procedural rules, or relocation and changes in personnel composition through measures directed at recruitment, career advancement or retirement.
Organizing via the design of the formal organizational structure happens, to varying degrees, through specialization and coordination. How an organization is specialized and coordinated can have an effect on relations between positions and the sub-units the organization is composed of, relations with the larger units of which the organization is a part, and relations with the other organizations it has dealings with. A bureaucratic organizational form, as Weber describes it, is marked by hierarchy, division of labour and routines.
For problems concerning a specific group within society (for example, youth), or a specific geographical area (for example, a valley prone to flooding), it can nevertheless be difficult to find good ways to deal with such issues if central government is largely based on the purpose principle. How tasks are accomplished is also expressed through established routines in an organization. Rules and procedures can sometimes relate to participation, that is, who has the obligation or permission to carry out particular tasks.