A Little Representation Goes a Long Way: Minority Teacher Representation and District Performance in a Highly Homogenous Context

In this article data from Wisconsin school districts is used to test and expand upon the theory of representative bureaucracy. The author first develops a metric measuring representativeness, and then uses three years of data to test the link between representativeness and school district performance. The analysis reveals that school districts with more representative teaching staffs exhibit higher levels of student performance. The results illustrate the link between representation and performance, the need for a broader conceptualization of minority when studying representation, and the potential benefits of representation for non-minority populations.

     

Getting to the Helm: Women in Leadership in Federal Regulation

Why is it important for women to hold leadership positions in organizations? If it is important for women to hold leadership positions in organizations, how do women get into such positions? Both public administration research and organizational research provide answers to these questions. However, the integration of these two bodies of literature remains limited. This study joins public administration scholarship on representative bureaucracy and management scholarship on women in leadership to hypothesize and test institutional, organizational, and political explanations for women’s attainment of leadership positions together in one model. This study examines how women get into upper-level leadership positions in 12 federal regulatory organizations over more than 20 years of time. Findings suggests that women are more likely to gain access to leadership positions when the dominant political ideology is democratic and in agencies that work in feminine policy contexts, are younger, and where the risk of failure is higher.     

Accountability,Political Views,and Bureaucratic Behavior: A Theoretical Approach

This study has developed a theoretical framework to predict bureaucratic behaviors with career public officials’ political views (whether career public officials agree or disagree with their overhead political principals’ ideology) and bureaucratic accountability (accountability either to the overhead political principals or to the public sentiment) by adopting and extending Hirschman’s (1970) exit, voice, and loyalty model. Given the two conditions, this study has drawn four propositions of possible bureaucratic responses: loyalty; voice; exit; and silence. In addition, the stay scenario is discussed for passive bureaucrats regardless of the two dimensions. By incorporating relevant examples with the propositions, this study expects to contribute to a better understanding of bureaucratic behavior.     

One Government,Multiple Systems: Hong Kong Public Administration in Transition

This study addresses the impact of a transformative political event—the reversion of sovereign authority—on the policy-making roles of public organizations and public administrators in Hong Kong. With the transfer of sovereignty, the environment of public administration in Hong Kong became increasingly politicized. Civil servants now encounter pressures and conflicting demands from Beijing, from pro-democracy forces, from the Chief Executive, from members of the Legislative Council, and from the business community. Although the public bureaucracy retains its policy-making preeminence, its authority no longer is unquestioned and unchecked. The Central Government exerts hidden influence. Members of the Legislative Council are striving to become respected players in the policy-formulation process. The Chief Executive aims to introduce means of ensuring heightened bureaucratic responsiveness. The result has been a fragmented and volatile political-administrative environment. In the ongoing transition from colonial to reunited polity, the Special Administrative Region's one government is composed of competing systems of governance superimposed uncomfortably and inconclusively upon one another. The most probable governance outcome, at least until the possible popular election of a Chief Executive and Legislative Council on a competitive political-party basis in 2007, is for fragmentation, role conflict, and interest-accommodation to continue to characterize the policy-making process in the SAR.     

Understanding Public Sector Debt: Financial Vicious Circle under the Soft Budget Constraint

The article explains why debt of public sector organizations grows beyond the sustainable level by focusing on the principal-agent relationship under the soft budget constraint. Specifically, this article explores the extent to which factors affect the level of public sector debt in the context of quasi-autonomous non-governmental organizations (quangos) in Korea over the past two decades (1993–2012). The findings from the panel data analysis suggest that the level of public sector debt increases as an outcome of the financial vicious circle created by the soft budget constraint: a knock-on effect of the moral hazard of quangos as well as the opportunistic behavior of political principals. Public sector debt is positively associated with agency-specific factors as well as the factors related to the political incentives such as policy preferences and electoral considerations. However, macroeconomic factors made little difference to the general pattern of the evidence.     

Bureaucracy and Democracy: A Theoretical Analysis

This article addresses the relationship between bureaucracy and democracy, bureaucratic politics and democratic politics. Bureaucratic theories and politics are discussed, democratic theories and politics are analyzed, and the argument in favor of reconciling bureaucracy and democracy is analyzed with implications for democratic theory and public administration. Persistence of bureaucracy is stressed, deficiencies in democratic theory and practice are noted, and the importance of a functionally balanced and professionally competent bureaucracy is reminded for administration of sound governance in both developed and developing societies. It is hypocrisy to speak of functioning democracy without a balanced professional bureaucracy.     

Structure and the Performance of Public Organizations: Task Difficulty and Span of Control

Scholars of public organizations have long been interested in understanding how organizational structures shape organizational performance. This is an important question because if links between structure and performance exist, then manipulating organizational structures may lead to improvements in organizational performance. This study examines how one structural attribute, span of control, shapes performance in a large set of public organizations. Specifically, our focus is on how structure shapes performance when task difficulty varies. We hypothesize that structural attributes such as spans of control have limited effects on performance when organizations address very easy or very difficult tasks. When organizations address moderately difficult tasks, the impact of structure on performance should be greatest. Our analysis of 678 school districts in Texas covering the years 1994 to 1997 reveals that span of control variables have the greatest impact on student performance under moderately difficult task scenarios.     

Privatization and National Development: A Case Study of Ghana

Proponents of privatization claim that privatization can enhance efficiency, reduce public sector debt and consequently improve overall economic performance. However, in many developing countries, and Africa in particular, the evidence is mixed. An exploratory study is done from the perspective of citizens’ about the impact of privatization on the Ghanaian national economy. The findings of the study suggest that: 1) the privatization program is pro rich; it benefits the economic and political elites more than it benefits the nation as a whole; 2) there is a high level of corruption associated with the privatization process; and 3) Privatization is not considered as one of the most important tools needed for national development, though the survey finds that many respondents believe that there is the need for some reforms in the public sector to promote national development. The results of the study indicate that administrative and political problems cannot be overcome simply by reducing the size of the state bureaucracy, but rather making government more accountable in meeting the needs of its people.     

“The adoption and implementation of performance measurement process in Italian public organisations: the influence of political,cultural and rational factors”

One of the main challenges in the field of performance measurement and management in public organisations is about how to use and manage performance measures effectively. This study aims to examine the stages involved in the process of utilisation of performance measures, i.e. adoption and implementation, and to investigate the political, cultural and rational factors that affect this process. For this purpose, a theoretical model from the literature has been extended and tested by using the data gathered through a survey involving the managers of several departments of Italian regions and municipal districts. The final sample has included 201 usable observations. The data analysis has been conducted using structural equation modelling. A significant cause-and-effect relationship was found between the stages of adoption and implementation. Moreover, it was found that adoption is driven significantly by rational factors. Otherwise actual implementation is influenced by factors addressed both by political considerations, such as external interest groups and by rational evaluations such as resources. The effects of other rational and cultural factors on implementation stage are mediated by adoption.     

Unitary, Divisional, And Matrix Forms As Political Governance Systems

In this study I reassess a set of fundamental organization forms (unitary, divisional, and matrix) as agenda-setting and political governance systems. My method of analysis is based on how political scientists study agendas in committees. Specifically, I first recount that moving from a functional (unitary) to a product-line (divisional) structure increases the types of conflict referred from lower to higher levels of the hierarchy, but does not increase the amount of conflict referred. I then show that moving from a product-line to a matrix structure increases the amount and the types of conflict referred to higher levels of the hierarchy; that it is possible in matrix forms that no conflict is resolved at the lowest levels of the hierarchy; and, that accountability is reduced for those who are able to refer conflict. The study reveals implications for matrix forms that derive from this view of organizations as agenda-setting and political governance systems. This analysis fits with the recent history of matrix forms in a variety of organizations.     

Bureaucracy,decision-making and leadership in private and public organisations

Starting from the current political discussion of privatization, a comparison is made between private and public organizations, focusing on the degree of bureaucracy and the processes of decision-making and leadership in the organizations. The comparison is based on empirical data published in the literature of organizational research, including some fresh material from a recent comparative study of strategic decision-making in British and Swedish organizations. On the basis of these empirical data, it is concluded that many of the arguments put forward in the discussion of privatization do not seem to be grounded in facts, and that the results of organizational research do not confirm the great differences that are said to exist between private and public organizations.     

Job crafting and well-being among school principals: The role of basic psychological need satisfaction and frustration

This study investigates the associations between school principals’ job crafting and well-being. Drawing on the job demands-resources approach of the job crafting model and self-determination theory, we hypothesized that need satisfaction and need frustration act as likely mechanisms between the positive and negative effects of job crafting behaviors and work-related well-being (work engagement and burnout). Using cross-sectional data collected from a sample of Finnish school principals (n = 518), our structural equation model revealed that crafting structural job resources was positively associated with need satisfaction and negatively with need frustration. Increasing challenge job demands was positively associated with need satisfaction, which, in turn, was associated with higher work-related well-being. In addition, crafting structural job resources was directly positively linked to burnout as well as work engagement. Moreover, we found that decreasing hindrance demands was positively associated with burnout and negatively associated with work engagement via need frustration. No associations were found between crafting social resources, indicators of basic psychological needs, or work-related well-being. These findings provide insights into how principals determine their own basic psychological needs via job crafting, and how this is reflected in their work-related well-being. The study advances job crafting theory and self-determination theory, with important implications for practice and future research.     

From Domination to Alliance: Shifting Strategies and Accumulation of Power by the Bureaucracy in Bangladesh

Traditionally, the bureaucrats on the Indian subcontinent were unaccustomed to perform under political supervision, and this mindset continued to affect their relationship with politicians in Bangladesh. In the early years of Bangladesh as an independent state, the bureaucracy came under pressure to operate under political supervision, but this phase did not last long. Subsequent phases of military rule reinstated the bureaucrats in their entrenched positions and strengthened their grip over the system. After the restoration of electoral democracy in 1991, the dominant role of bureaucrats continued, mainly due to the tendency to practice confrontational politics and disregard to the political institutions. The bureaucracy draws strength from its permanent stature, organization, expertise and experience in administering the country. Using the resources at their disposal, this institution has been able to exert considerable influence. A number of reforms have been introduced to enhance the accountability of the bureaucracy. The response has been the development of a symbiotic relationship between the politicians and bureaucrats. The bureaucracy has changed its stance from a dominating approach to one of alliance with other powerful groups in the system and continues to exercise power. This has resulted in increasing politicization of the bureaucracy which affects the performance of the critical components of the government.     

Research Design Meets Market Design: Using Centralized Assignment for Impact Evaluation

A growing number of school districts use centralized assignment mechanisms to allocate school seats in a manner that reflects student preferences and school priorities. Many of these assignment schemes use lotteries to ration seats when schools are oversubscribed. The resulting random assignment opens the door to credible quasi‐experimental research designs for the evaluation of school effectiveness. Yet the question of how best to separate the lottery‐generated randomization integral to such designs from non‐random preferences and priorities remains open. This paper develops easily‐implemented empirical strategies that fully exploit the random assignment embedded in a wide class of mechanisms, while also revealing why seats are randomized at one school but not another. We use these methods to evaluate charter schools in Denver, one of a growing number of districts that combine charter and traditional public schools in a unified assignment system. The resulting estimates show large achievement gains from charter school attendance. Our approach generates efficiency gains over ad hoc methods, such as those that focus on schools ranked first, while also identifying a more representative average causal effect. We also show how to use centralized assignment mechanisms to identify causal effects in models with multiple school sectors.     

Changing Strategy Processes and Strategy Content in Public Sector Organizations? A Longitudinal Case Study of NPM Reforms’ Influence on Strategic Management

New Public Management reforms have been argued to intensify the use of strategic management in public organizations, but there is a need to understand how reforms influence specific aspects such as strategy processes and strategy content. The NPM reforms are expected to formalize and professionalize strategy processes and strategy content towards greater competitiveness, but this may counter cooperation between organizations, which is essential in many areas for overall service provision. Research has provided little empirical knowledge about the simultaneous competition and cooperation in the public sector. This study offers such knowledge via a panel case study of five Danish upper secondary schools over a ten‐year period during a large NPM reform. The study includes three rounds of interviews with school principals before, during and after the reform, combined with secondary data. The study shows that, during reform implementation, strategy processes become more formalized and professionalized, and that teachers, in particular, lose influence. Regarding strategy content, the authors find an increase in external focus and competition, though schools maintain a focus on cooperation. The results suggest that NPM reforms can significantly change strategic management in public organizations, and that this is not necessarily at the expense of cooperation, at least in the short run.     

E-Government in Kazakhstan: Challenges and Its Role to Development

This paper critically examines the progress made in introducing and implementing e-government programs and policies in Kazakhstan. It argues that in order to achieve the articulated development goals, the Kazakh government has moved toward e-government paradigm to ascertain a people-centered, accountable and transparent government. Available data substantiates that the initiative faces several challenges such as political support and relationship between political institutions, bureaucracy and citizens, digital divide, widespread corruption, lack of human resources, and inadequate infrastructural development, which needs to be amputated to improve public service delivery. This study illustrates some international development experiences to understand the benefit of e-government. Such experiences may serve as policy guidelines to the successful implementation of e-government to ensure overall development in Kazakhstan.     

Bureaucracy and Democracy

The public bureaucracy is becoming an increasingly important locus for democratic activity. This shift of democratic activity is in part a function of the declining relevance of traditional forms of democracy, and changes within the public bureaucracy itself. In particular, the emphasis on performance and the links with output legitimation have led to greater participation through the bureaucracy.     

Looking for Their Dick Vermeil: How Prior Performance Influences the Selection Decision

When replacing an executive, an organization is faced with the choice of either promoting someone internally or hiring an outsider. Prior research in the private sector supports the contention that poor performing organizations will be adaptive and seek an outsider in hopes of initiating change that will improve performance. Do public organizations behave similarly? We address this question in the context of public education and examine the superintendent hiring decisions in 491 school districts. We find that school boards make sophisticated assessments of the district’s performance and these assessments influence their selection decisions.     

IMPROVING THE DELIVERY OF SPECIAL EDUCATION AND RELATED SERVICES IN PUBLIC SCHOOLS

The utility of organizational behavior management (OBM) for improving the delivery of special education and related services in public school districts was investigated in three experimental studies. Each study employed a multiple baseline design to judge the efficacy of an OBM intervention on service delivery problems common to most public school organizations. The problems and OBM interventions were: (1) expanding the range of functioning of school psychologists through performance feedback; (2) training special service teams to develop valuable individual education programs (IEPs) with a behavioral, in-service training program; and (3) ensuring the implementation of a special education resource room program by means of program consultation. All interventions were implemented by public school program managers and staff. In each study, the particular intervention resulted in improvement in service delivery performance. Results of the studies are discussed within the context of the recently enacted legislation for the education of handicapped children and in terms of generality to mental health, business, and industrial settings.     

Implementierung von Coaching für Schulleitung und Schulaufsicht

Implementation of coaching for principals and supervisory school authorityGerman schools will have to improve the quality of their work to be able to compete on an international level. School development is also personnel development. Establishing professionalism of school executives (among others by coaching) plays a major role in this matter. First of all the author describes the implementation process of internal coaching for principals and thereafter for officers of the supervisory school authority. In doing so, he also points out problems that can arise during such a project. The evaluations of surveys prove the acceptance and importance of coaching for this target group. Finally, possible future coaching offers for school executives are addressed.