By Beryl A. Radin
Seems to be on the issues of functionality administration which are quite often glossed over.
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Extra info for Challenging the Performance Movement: Accountability, Complexity, And Democratic Values (Public Management and Change)
Because he finds that observing both outputs and outcomes is variable, Wilson details four kinds of agencies. They are Agencies in which both outputs and outcomes can be observed; agencies in which outputs but not outcomes can be observed; agencies in which outcomes but not outputs can be observed; and agencies in which neither outputs nor outcomes can be observed. . 16 Wilson’s description of each of these types of agencies indicates that each has both strengths and limitations. 17 Managers in a procedural bureaucracy are faced with a situation in which there is often no result, or one that occurs in the distant future.
Harry P. Hatry, Elaine Morley, Shelli B. Rossman, and Joseph S. Wholey, “How Federal Programs Use Outcome Information: Opportunities for Federal Managers,” in Kamensky and Morales, Managing for Results, 199. 8. Christopher Hood and Guy Peters, “The Middle Aging of New Public Management: Into the Age of Paradox,” Journal of Public Administration Research and Theory 14, no. 3 (2004): 267–82. 9. , 894. 10. , 269. 11. Sam D. Sieber, Fatal Remedies: The Ironies of Social Intervention (New York: Plenum Press, 1981), 3.
3. John M. , 2005), 10. 4. These stages are based on a systems model of decision making. 5. While service quality is included in this definition, it is not always measured in a performance assessment. 6. Some individuals define the achievement of an organization’s ultimate objectives as impacts rather than outcomes. 7. Harry P. Hatry, Elaine Morley, Shelli B. Rossman, and Joseph S. Wholey, “How Federal Programs Use Outcome Information: Opportunities for Federal Managers,” in Kamensky and Morales, Managing for Results, 199.