Chapter 6

Question 1

Definition: “formal expressions of general goals that represent organizations values and purposes”

• Typically found in mission statements
• Official value statements
• Guide and motivate employee behavior
• Enhance organization legitimacy

Answer 1

Official Goals (Perrow 1961)

Question 2

Definition: “provide specific objectives an organization seeks through actual operations and procedures”

•how an agency plans to achieve its broad mission

Answer 2

Operative Goals

Question 3

SMART Goals - Acronym

Answer 3

Specific, Measurable, Achievable, Realistic, Timely

Question 4

Which federal act (1993) mandated agencies publish strategic plans that include goals and performance measures?

Answer 4

Governmental Performance and Results Act (GPRA)

Question 5

Definition: “a condition that members of an organization seek to attain”

Answer 5

Organizational Goal

Question 6

Political scientists and economists have asserted that ____and_____ have distinctively multiple, vague, and conflicting goals

Answer 6

Public organizations & public policies

Question 7

Many observers assert that _________ have major implications for public organizations and their management

Answer 7

goal complexities

Question 8

The absence of _________ increases emphasis on rule adherence and hierarchical control

Answer 8

Performance criteria

Question 9

“the state of having many ways of thinking about the same circumstance or phenomena” (Feldman, 1989)

Answer 9

ambiguity

Question 10

• refers to the amount of interpretive leeway available in translating an organization’s mission or formal goals into directives for specific actions to accomplish the mission
• uses a “rules to law” (R/L) ratio developed by Kenneth Meier (1980) as a measure of the power of bureaucratic agencies

Answer 10

Directive Goal Ambiguity

Question 11

• refers to the extent to which performance objectives can be precisely described and to which objective performance indicators are available
• When we have clear evidence about the results of an activity, we use the evidence to evaluate performance.
• When we lack such evidence, we often turn to inputs and work activities to evaluate the activity.

Answer 11

Evaluative Goal Ambiguity

Question 12

• refers to ambiguity about priorities among multiple goals
• the degree of imprecision in priorities among multiple goals and performance targets, counted (a) the number of long-term strategic goals and (b) the number of annual performance targets

Answer 12

Priority Goal Ambiguity

Question 13

The six (6) antecedents of goal ambiguity

Answer 13

1. Type of Responsibility
2. Complexity of the policy problem and work routines
3. Financial “Publicness
4. Competing demands for constituencies
5. Managerial capacity

Question 14

Ambiguity Antecedent: Have vague general mandates

Answer 14

Type of Responsibility

Question 15

Ambiguity Antecedent: “the level of attention that an external entity (or entities) with political authority or influence devotes to the agency”

Answer 15

Political salience

Question 16

Ambiguity Antecedent: Some agencies handle routine tasks while others carry out more complex policies

Answer 16

Complexity of the policy problem and work routineness

Question 17

Ambiguity Antecedent: Different groups and authorities often exert multiple, conflicting influences that can make an agency’s goals more ambiguous

Answer 17

Competing demands from constituencies

Question 18

Ambiguity Antecedent: Government agencies vary in managerial capacity to clarify organizational goals through such activities as strategic planning and performance measurement

Answer 18

Managerial capacity

Question 19

Ambiguity Antecedent: funded by government vs funded by private means

Answer 19

Financial “publicness”

Question 20

based on whether the program provided clear targets for levels of improvement in pursuing program goals

Answer 20

“target ambiguity”

Question 21

refers to whether the program provided timelines for when a level of improvement would be obtained.

Answer 21

“Timeline ambiguity”

Question 22

indicates the proportion of program goals that are expressed as objective results, as opposed to more subjective and workload evidence (such as levels of activity rather than results)

Answer 22

“Evaluation ambiguity”

Question 23

A central challenge in goal setting and goal clarification involves the pursuit of what can be called _______, or the pursuit of_________ that effectively represent valuable, intended results and avoid dysfunctions

Answer 23

goal validity & good goals

Question 24

The approach proposed by Yuchtam & Seashore (1867) defined effectiveness based on the ability of the organization to attract and maintain valued resources

•organizational effectiveness, [how] organization achieves its goals
•

Answer 24

Systems-Resource Approach

Question 25

The approach proposed by Etzioni (1964) defined effectiveness as the extent to which the organization achieves its goals * The simplest approach based on the link between stated goals and effectiveness * Its shortcoming is that it does not consider complications. It is concerned with the output side and whether the organization achieves its goals in terms of the desired level of output. * Does not consider goal conflict, hierarchy, goal types, and subtypes

Answer 25

Goal Approach

Question 26

dealing with the issue of organizational effectiveness, referring to the extent to which the organization achieves its goals

Answer 26

Systematic Approach

Question 27

* This Model focuses on the organization's multiple stakeholders and their satisfaction with the organization * Use of surveys to gauge satisfaction

Answer 27

Participant-satisfaction model

Question 28

* These models determine effectiveness by looking at whether the organization's processes function well and treat employees as a key component of effectiveness * assesses organizational effectiveness by referring to such factors as organizational capabilities and capacities, communication and information flow, leadership style, motivation, interpersonal trust, and other internal states assumed to be desirable.

Answer 28

Internal Process and Human Resource Models

Question 29

* Looks at internal activities and assesses effectiveness by indicators of internal health and efficiency * organizational capabilities, capacities; communication, information flow; leadership; motivation; trust

Answer 29

Internal Process Approach

Question 30

* concentrates on the evaluation of human and social experiences in the organization * leadership and team processes; communication; work satisfaction; rewards and incentives; individual performance assessments; resources; support; training; engagement with the organization)

Answer 30

Human Resource Model

Question 31

The framework proposed by Quinn & Rohrbaugh (1983) Idea that effective organization must balance and mange four major aspects of organization performance ▪ Human Relations Model (internal focus & flexibility) ▪ Internal Process Model (internal focus & control) ▪ Rational Goal Model (external focus & control) ▪ Open-Systems Model (flexibility & external focus) Focus on two dimensions ▪ Internal vs. External emphasis ▪ Flexibility vs. control

Answer 31

Competing Values Approach

Question 32

•requires an organization to develop goals, measures, and initiatives for four perspectives Financial – “return on investment, economic value added (156).” Customer – “customer satisfaction, retention (156).” Internal – “quality, response time, new product introductions (156).” Learning and growth – “employee satisfaction, information system availability (156).”

Answer 32

Balanced Scorecard (Robert S. Kaplan and David P. Norton, 1996, 2000)

Question 33

Kim Cameron's models of effectiveness

Answer 33

Legitimacy Model Fault Driven Model High Performing Model

Question 34

Cameron Model: defines effectiveness as the extent to which the organization engages in legitimate activity by focusing on the survival or demise among a set of organizations.

Answer 34

Legitimacy model

Question 35

Cameron Model: considers effectiveness as the absence of faults or traits of effectiveness

Answer 35

Fault-driven model

Question 36

Cameron Model: judges excellence in relation to other similar organizations

Answer 36

High-performing systems model

Question 37

William Ouchi (1981) -holistic concern for employees

Answer 37

Theory Z (Japanese management)

Question 38

W. Edwards Deming (1986) - statistical quality control; defining quality in terms of customer needs and responses

Answer 38

Total Quality Management (TQM)

Question 39

analyze business processes systematically (cost, quality, timeliness; [inefficiency]; knowledge management

Answer 39

Process engineering

Question 40

Theory proposed by Cyert and March (1963) found that decision makers in business firms displayed satisficing behaviors. * Decisions are often made under conditions of “bounded rationality. * Decision-makers engage in satisficing

Answer 40

Behavioral Theory of the Firm (BTF)

Question 41

In BTF theory making the most satisfactory decision they can make within the limits on their ability to decide rationally

Answer 41

Satisficing

Question 42

The “theory of attribute substitution” can explain why such surrogation occurs. Focusing on “making the metrics,” not the end goal, is a mental shortcut or heuristic. • Decisions depend on how individuals assess the potential outcomes of a decision

Answer 42

Prospect Theory

Question 43

In Prospect Theory refers to the tendency for performance measures to evolve and take the place of the actual goal that managers intended to pursue

Answer 43

surrogation

Question 44

* systematically evaluates how well states manage their money, people, information, and infrastructure—four areas critical to ensuring that states’ policy decisions and practices actually deliver their intended outcomes * produces a report card

Answer 44

Government Performance Project

Question 45

structures of interdependence involving multiple organizations or parts thereof, where one unit is not merely the formal subordinate of the others in some hierarchical arrangement” (O’Toole, 1999)

Answer 45

organizational networks

Question 46

Why do networks underperform?

Answer 46

The general instability of collaboration networks The role of partner rivalries Partners’ reasons for friction and withdraw