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To become more agile, the controls need to be rationalised.

Public Bureaucracy and Climate Change Adaptation

Decades of military rule have also left a legacy of risk aversion. Without an imperative to act, it is rational to seek ever more information, to await permission or to optimise personal interests rather than work for the organisation as a whole. The result is often a lowest-common-denominator recommendation to senior leaders. Changing this mindset will be crucial to achieving and sustaining transformation in Myanmar.

Public administration is organised along functional lines, with no single unit having end-to-end accountability. This leads to competing priorities and a lack of cross-functional cooperation. Mission responsibility comes together only at the director general level, or higher. What is needed now is a structure of many self-contained units, each with a clear mission, distinct accountability for performance of the mission, and the resources and access to expertise necessary to execute.

The following roadmap can disarm the forces of resistance and increase the agility of the government apparatus in Myanmar. Why are these steps necessary?

Organizational view

Strategy gives employees a clear vision and direction. Organisational structure defines the distribution of people and resources.

Book Report: Leadership of Public Bureaucracies

Processes determine how things get done. And people practices determine who does them and the culture in which they work. Strategy: The government and each public agency should prioritise a small number of areas ideally three to six where they want to achieve breakthrough results and sustained performance improvement, and then define the outcomes they want to achieve. While prioritisation, by definition, involves difficult choices, it ultimately helps leaders to focus their attention and resources on the issues that matter most.

Do less, but different, with more impact. The government has just released a document with no fewer than measures aimed at boosting the economy, from improving the justice system to reforming state-owned enterprises. But it has set no priorities or laid out how to push all these changes through.

The long list of measures makes it difficult for the administration to have a shared vision and purpose to drive the implementation. Structure: Agile organisations set a stable, simple structure as their backbone. The top team comprises the leaders of departments and core functions, who typically decide how to allocate resources.

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The dynamic dimension comes from modular teams, which have clear missions and enough autonomy to make decisions. Such teams take end-to-end ownership of processes with clear customers or mission outcomes. All aspects of accomplishing a mission such as training, acquisition, and execution are managed by these units.

Functional processes recruiting, finance, IT and so on provide support to the end-to-end units. In the national-security arena, leaders are well familiar with this system of smaller self-contained teams.


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Process: Agile organisations keep their operations stable because standardised, minimally specified core processes underpin their work. These are the essential activities they must excel at to accomplish their mission. Each agency should identify its signature decision-making processes and start from a blank slate.

The experience in Myanmar shows that making incremental adjustments to established processes rarely works, as it leads inexorably to a prolonged internal battle. Change in Public Bureaucracies. Marshall W. Meyer , Meyer Marshall W. This book examines in detail the process of change in city, county and state public bureaucracies responsible for local finance administration. Using the longitudinal method of analysis, the data show organizational structures to be much less stable than conventional stereotypes have suggested.

Variables such as organizational leadership, claims to domain, and survival as opposed to replacement or reorganization were found to mediate environmental effects on bureaucracies. Show More. Hadja Fatimah Atika. No Downloads. Views Total views. Actions Shares.

Embeds 0 No embeds. No notes for slide. Understanding Bureaucracy in Public Administration 1. The meaning of bureaucracy The bureaucratic institution has their origin in ancient time and its developed to become most large organization both public and private. There are many meaning of bureaucracy. Generally it refers to organizing principles that are intended to achieve coordination of work in large organization.

Bureaucratization in Public Research Institutions

How bureaucracy has different connotations: 1. It refers to all government offices It may refer to totality of government office or bureau that constitutes the permanent government of the state. It is those public functions that continue irrespective of changes of political leaders 3. All public officials The bureaucracy refers to the entire public officials of a government.

They may constitute both high, low, elected and appointed bureaucrats. General invective negative sense It may refer to inefficient organization full by red tape and cumbersome procedures in government operation. However this does not mean that government operation is always inefficient.

Public Bureaucracy and Climate Change Adaptation

Many government agencies have long standing reputation of being efficient. The structural features of bureaucracy Bureaucracy has been central to public administration. It is because the characteristic of bureaucracy make it behave in predictable way 1. Specialized jurisdiction, office, task and division of labor and authority regarding the achievement of organization goal 2.

Hierarchy of authority to coordinate the activities of the specialized office and to integrate their jurisdictional authority. In the most rational bureaucratic design, the organization is handle by single individual. A career path 4.

Change in public bureaucracies

A bureaucratic structure tend to be permanent and remain intact regardless flow of the member in and out of it. Society become dependent on bureaucracy's functioning to the extend that chaos result if it is destroyed 5. By implication, bureaucracy is larger organization 6.

Procedurally, bureaucracy is: 1. Impersonal and dehumanizing It is important to eliminate emotional element from the performance of the individual bureaucrats and the organization as a whole 2. Formalistic It is because it does not operate on person but office. Everything about its structure and operation is written down in a formal procedure.