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- W1946831405 abstract "Organizational structures provide the pervasive foundation for achieving coordination and control within an organization, influencing and being influenced by a host of different inputs, outputs and outcomes. One of the key functions for public managers is therefore the creation and maintenance of activities that can provide structural support for a host of other characteristics that are central to the pursuit of organizational goals, such as values and routines (O’Toole and Meier 1999). The relationship between structure and performance is thus a timeless concern for students of public management. Indeed, some might say it constitutes the foremost object of the theory and practice of bureaucracy. Woodrow Wilson (1887) claimed that ‘philosophically viewed’ public administration was chiefly concerned with ‘the study of the proper distribution of constitutional authority’ (213). Classical organizational theorists regarded bureaucratic structure, and its relationship with decision making and behaviour, as key to understanding organizational effectiveness (e.g. Gulick and Urwick 1937; Simon 1976; Weber 1947)." @default.
- W1946831405 created "2016-06-24" @default.
- W1946831405 creator A5004895081 @default.
- W1946831405 date "2010-09-09" @default.
- W1946831405 modified "2023-09-25" @default.
- W1946831405 title "Organizational structure and public service performance" @default.
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- W1946831405 doi "https://doi.org/10.1017/cbo9780511760587.004" @default.
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