By Marshall W. Meyer
This ebook examines intimately the method of swap in 240 urban, county and nation public bureaucracies chargeable for neighborhood finance management. utilizing the longitudinal approach to research, the information convey organizational constructions to be less good than traditional stereotypes have prompt. Variables similar to organizational management, claims to area, and survival (as against substitute or reorganization) have been came upon to mediate environmental results on bureaucracies. The publication additionally discusses conventional theories of paperwork, theories emphasizing the significance of surroundings for organizational conception is feasible. The concluding bankruptcy attracts large theoretical implications from the empirical findings of the learn.
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Additional resources for Change in Public Bureaucracies
Organizations most open to the environment are also those lacking feedback mechanisms, whereas closed ness is attained through simultaneous shifts in structure and outputs such that environmental disturbances in either are largely corrected. Since bureaucracies usually lack feedback mechanisms, openness to the environment is expected as is considerable change, much more than anticipated by tradi tional stereotypes. To the extent that change is governed by larger social and political environments that gave rise to bureaucratic structures in the first place, empirical laws de scribing relationships between properties of immediate envi ronments and organizations may be highly contingent and time-bound.
It will be shown later that, over time, most of the organiza tional attributes of the agencies studied arise directly or indi rectly from identifiable, forces in the environment. A critical question to be explored here, and one which cannot be an swered fully, is whether changes in larger social, political, and economic environments affect public agencies directly, or whether such changes occur only after forces arising in the larger environment have been filtered through interstitial structures.
The evolutionary approach posits stages of variation, selection, and retention of organizations; the population-ecology perspective adds to this considerations of the carrying capacity of environments, niche width, and whether or not environmental variations are fine- or coarse grained. In both of these theories, however, the environ ment operates mainly through replacement of organizations rather than change in existing ones. Whatever the merits of evolutionary theories-and they may not apply meaningfully to public bureaucracies, as Al drich and Pfeffer (1976:88) point out-it is not clear how the evolutionary approach can be compared to conventional open-systems views of organizations.
Change in Public Bureaucracies by Marshall W. Meyer