Wilson's main theme throughout this book is that the reason American agencies are operated the way they are is, because of the way we as a society have designed them to be run. Wilson argues that bureaucrats are people who are behaving in response to the incentives, laws, rules and organizational structures that make up our public agencies.
Wilson identifies three organizational levels, the technical or operator's level, the manager's level, and the executive or organizational level.
* The operators deliver the services people associate with a specific agency or department. They are closely in touch with the needs of clients and are in a good position to comment on how well specific policies, when implemented, affect clients. These include teachers, police officers, fire fighters, etc. They know their role in the organization as a whole, but only their part. The organization's credibility depends on how well these ope
Private organizations are often more efficient in producing the same type of goods and services that are governmental agencies due to the constraints that are put on these public bureaucracies. These include bidding procedures that include minority preferences, low bids (even at the expense of quality work), the use of more expensive products, because of regulations (i.e. products made in America rather than a country that produces it for less), the price preparing the documentation proving compliance for these rules, and many others. In order for these agencies to run more efficiently we need to make sure that these agencies are provided the resources to perform the tasks they are designed to perform and lessen the unnecessary red tape they are required to adhere to.
* The executive's responsibility is to convince people and groups who can influence agency mission and resources that what the operators are doing is wort
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