Download Organization Theory and the Public Sector: Instrument, by Tom Christensen, Per Lægreid, Paul G. Roness, Kjell Arne PDF

By Tom Christensen, Per Lægreid, Paul G. Roness, Kjell Arne Røvik

Public zone 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 region, this publication deals a well timed and illuminating advent to the general public quarter association that acknowledges its distinctive values, pursuits, wisdom and power-base.

Drawing on either instrumental and institutional views inside of association idea, in addition to democratic thought and empirical reviews of decision-making, this text addresses 5 important facets of the general public quarter 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 zone, arguing in its place for a democratic-political process and a brand new, prescriptive association concept. A wealthy source of either conception and perform, Organization idea for the general public zone: device, tradition and Myth is key analyzing for anyone learning the general public sector.

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Additional resources for Organization Theory and the Public Sector: Instrument, Culture and Myth

Sample text

Where the leadership does participate directly, it can build upon its means–ends insight and rational calculations to make decisions, or it can build upon its bargaining strength to advance its interests in relation to other actors who have other interests and resources. These actors can, for instance, refrain from putting forward an alternative solution, because they know that the organization’s leaders will disapprove of it. Instances of such anticipated reactions and autonomous adaptation are widespread within and between public organizations, and may be rooted in past experiences.

This implies that the expectations of those holding positions are impersonal. These formal norms may be expressed in things such as organizational charts, manuals, rules and regulations. 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. E. (1953; new edn 1992) Politics, Economics and Welfare, New York: Harper & Row; new edn New Brunswick, NJ:Transaction. Dunleavy, P. and Hood, C. (1994) ‘From Old Public Organization to New Public Management’, Public Money & Management (July–September): 9–16. Kielland, E. ), in S. ) Det Politiske Samfunn (The Political Society), Oslo: TANO. Lægreid, P. and Olsen. P. (eds) (1993) Organisering av offentlig sektor (Organizing the Public Sector), Oslo:TANO. G. P. (1989) Rediscovering Institutions, New York:The Free Press.

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