THE ROLE OF BUREAUCRACY IN THE PUBLIC SECTOR OF AFRICA. (GHANA AS A CASE STUDY) By Mawuli Komla Kottoh A research proposal submitted to the CHINESE SCHOLARSHIP COUNCIL in partial fulfilment of the requirement for Master’s degree scholarship in public administration in international development at Tsinghua University. March 2015. ABSTRACT Even though the public sector in African countries is expected to spearhead socioeconomic development to reduce poverty‚ it has proved largely ineffective
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the study of how to create an organizational structure and control system that leads to high efficiency and effectiveness based on Max Webber’s Theory of Bureaucracy and Fayol’s Principles of administration Management‚ Bureaucracy‚ the word itself stems from the word originated from Western Europe which means ‘rule by office’ Theory of bureaucracy is an administrative or social system that relies on a set of rules and procedures‚ separation of functions and a hierarchical structure in implementing
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depend on the expertise and knowledge of professionals as a(n): a. entrepreneurial structure. b. divisionalized bureaucracy. c. professional bureaucracy. d. adhocracy. A large bureaucracy existing in a slowly changing environment that produces standard products and is dominated by centralized management making is classified by Mintzberg as a ________ bureaucracy. a. machine b. professional c. divisionalized d. multidivisional Which of the following is not one of
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But a more realistic analysis suggests that bureaucracies often make decisions based on a much more limited range of information and analysis. In one of the earliest formulations of this view‚ bureaucracies make decisions by "muddling through." Charles Lindblom’s classic article "The Science of Muddling Through" (1959) outlined his view that the U.S. executive bureaucracy uses limited policy analysis‚ bounded rationality‚ and limited or no theory at all in formulating policy. In some ways‚ Lindblom
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reluctance to adapt or change. Bureaucracies are very organized with a high degree of formality in the way it operates. Organizational charts exist for every department‚ and everyone understands who is in charge and what his responsibilities are for every situation. Decisions are made through an organized process‚ and a strict command and control structure is present at all times. “Bureau" is the French word for "office." Bureaucracy means rule by offices. Bureaucracies are hierarchically organized
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The roll of ethics in public administration is based on the administration; administrators should be value-free when they implement public policy. I will discuss why ethics should be based on the administration and‚ why it should not be based on each individual worker in the administration. I will discuss Weber’s stance on values in bureaucratic organizations‚ what Macintyre suggests‚ and what Hummel and Goodsell would conclude about values in public administration. Most people do not understand
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Corporate-level strategy is focused mainly on the decisions over the scope of the firm ’s activities‚ mainly: product scope‚ geographical scope‚ and vertical scope. One of the myths of corporate-level strategy is that strategy formulation can be separated from implementationthat strategy is constructed first‚ then the appropriate management and organizational structure is selected afterwards. Unfortunately‚ this will result in a poorly designed strategy since it does not take into account the
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Organizational Form | Coordination Mechanism | | | Machine Bureaucracy | Standardize procedures and outputs | Professional Organization | Standardize professional skills and norms | Entrepreneurial Startup | Direct supervision and control | Adhocracy | Mutual adjustment of ad-hoc teams | And‚ in each particular form‚ different subunits tend to have greater influence. Machine Bureaucracy | Technocrats standardize procedures and outputs | Professional Organization
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organization: Power culture Concentrates power among a small group or a central figure and its control is radiating from its center like a web. Power cultures need only a few rules and little bureaucracy but swift in decisions can ensue. Role culture These organizations form hierarchical bureaucracies‚ where power derives from the personal position and rarely from an expert power. Control is made by procedures which are highly valued‚ strict roles descriptions and authority definitions. These
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machine-like entities operating in a steady and predictable manner. Likewise‚ the metaphor of bureaucracy suggests that people in organisations are bounded by rules‚ job descriptions and organisation charts. It is important to note that Taylor’s philosophy is founded upon mechanical imagery. The key concepts in the structural perspective are based on Taylor’s principles of scientific management and Weber’s ideal bureaucracy. Taylor (1911) formalised the principles of scientific management into four objectives
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