Type Of Bureaucracy Research Articles

The triangle of bureaucratic policy analysis and the professional types of high‐level civil servants: Empirical evidence from Southern Europe

AbstractDespite the growing interest in the policy work and analytical capacities of bureaucracies, these dimensions have not been treated as central to characterizing and understanding the role of senior civil servants in policymaking, which is usually conceptualized in terms of their relationship with policymakers or other organizational and societal factors. This article fills this gap by proposing an analytical framework that allows the empirical classification of high‐level civil servants according to the “triangle of bureaucratic policy analysis”, which consists of possible links between their policy work, their policy analytical capacities, and the types of information they use. We apply this analytical lens to the results of a large survey of approximately 1000 senior civil servants in Greece, Italy, Portugal, and Spain. Our findings consist of three empirical professional types of top bureaucrats, the “political generalist”, the “manager”, and the “legal advisor”, each characterized by a particular combination of specific policy analytical capacities, sources and types of information used, and policy work. The proposed framework thus offers a promising conceptual lens for comparative research and demonstrates how a focus on the policy dimensions of high‐level officials' activities can provide a novel perspective on their roles.

Bureaucratic structure of management of the organization in today’s conditions of uncertainty

Aim. To prove the facts of inefficiency of application of bureaucratic type of organizational structure of management, lack of its influence on economic growth in the conditions of growing global economic uncertainty. Objectives. To systematize the negative features of the bureaucratic model of management, reflected in the works of researchers of the XX century (among them - E. Downs, M. Crozier, B. Guy Peters, D. Flemming, V. Wriston, L. O’Tol), in particular, the lack of flexibility to external uncertain conditions, slow reengineering of business processes under the current realities of economic reality, the lack of motivation to develop the innovative potential of the subject; to study the impact of strong bureaucratic management on economic growth in the works of scientists of the late XX century. (P. Evans, D. Rauch); to reveal the contradiction in the XX century studies and prove that the bureaucratic organizational structure of management has a fading, sometimes stagnating influence on economic growth in the conditions of increasing economic uncertainty.Results. The paper investigated and found that the theory of the influence of the bureaucratic model on economic growth is confirmed on the example of 1960-2000. However, since the 2000s, which is proved in the research process, the bureaucratic organizational structure of management has a waning, sometimes stagnant effect on economic growth under conditions of increasing economic uncertainty. Consequently, bureaucratization of processes and bureaucratic organization is unable to respond to uncertainty. This is because the transition to the new century is marked by the introduction of the antipatterns of bureaucracy: digital technologies, artificial intelligence economy, flexible methods focused on situational management.Conclusions. The results revealed in this study prove the necessity of choosing a different type of organizational structure, not based on the bureaucratic model, in the conditions of permanent crisis and increasing uncertainty in the economy

Типология власти Макса Вебера в контексте проектного управления

The article is devoted to the relations of power that develop in the conditions of the project form of organization of activities. The main purpose of the article is to analyze the impact of project characteristics on the need for a certain type of authority to effectively manage a team. The article uses Max Weber's typology of authority, and provides a comparative description of each type of authority in relation to the the existing conditions in the project. The need for a traditional type of authority arises in circumstances of strict compliance with the institutional context of the project and with powerful stakeholders. The means of expressing the traditional type of authority in the project is contextual competence in the content as defined by the IPMA standards. The charismatic type of authority is relevant in projects with high uncertainty, requiring creative, unique solutions. This type of authority ensures team cohesion in the confident pursuit of project success. Finally, the bureaucratic type of authority is relevant in standard projects with open regulated interaction of team members. And this type of authority is expressed through the application of professional standards and corporate project management techniques, which is most noticeable in companies with high organizational maturity. The final part of the article presents a semantic differential of types of authority according to the characteristics of the project. As a result of the work, a conclusion was made about the possible combination of all three types of authority in a project in the form of a triad of managerial roles «project sponsor - project manager - head of the project office (or functional manager)».

Trading integrity for competence? The public's varying preferences for bureaucratic types across government levels in China

AbstractPeople's willingness to forgive corrupt government officials has intrigued many researchers. According to a prominent explanation, citizens tolerate corrupt officials in exchange for their ability to deliver public benefits, such as promoting economic development. We contextualize this corruption–competence tradeoff thesis by assessing individuals' evaluations of local officials in China. We conduct a nationwide vignette experiment with 5527 citizens, and find that the corruption–competence tradeoff exists and is hierarchical. Respondents prefer competent but corrupt low-level officials over those who are honest but incompetent, but this relative preference vanishes when they evaluate high-level local officials. Our interviews reveal that proximity to citizens and position in the power hierarchy primarily drive citizens' sophisticated assessments of officials at different levels.

CEO employment contract heterogeneity and acquirer risk-taking

This study analyses a hand-collected, unique dataset on chief executive officer (CEO) employment contract details for S&P 500 companies over the period of 1993–2005. To control for the sample selection issue associated with firms granting a CEO contract, the study estimates the Heckman Selection model. The study finds substantial heterogeneity in contract provisions and their impact on acquirer risk-taking in mergers and acquisitions (M&As). More specifically, contract provisions that provide job and compensation security and equity incentives appear to encourage valuable risk-taking. In contrast, bureaucratic type provisions (automatic contract renewals; lack of equity incentives) motivate risky but value-decreasing deals. Further, more refined definitions of just cause for dismissal enhance valuable risk-taking, possibly by reducing contract ambiguities and the resulting disputes, whereas just causes based upon personal conduct reduce valuable risk-taking. This paper shows how heterogeneous contract provisions reflect the optimal contracting process in a competitive market for CEO talent versus managerial power over complacent boards, highlighting the importance of understanding contract complexity and heterogeneity in designing efficient contracts to enhance shareholder value and achieve strategic corporate goals.

The minimal state in Ukraine as a progressive ideal of the historical criterion of the legal approach to the typology of the state: functional aspect

The article is devoted to the minimal state in Ukraine as a progressive ideal of the historical criterion of the legal approach to the typology of the state. The main attention, at the same time, is paid to features of its functioning. It is this type of state that must overcome the shortcomings of the state of the modern bureaucratic type. It seems that the need for its introduction in Ukraine is influenced by two factors: globalization and a significant increase in the role of civil society. At the same time, despite COVID-19, the processes of globalization have not decreased and the significant narrowing of state influence on economic processes, which is characteristic of globalization, is still continuing. As for civil society, in Ukraine it has gradually begun to realize itself as an important "player" within the country, which not only becomes more independent of the state, but also, to some extent, begins to influence it. Thus, the combination of globalization processes in the world and a powerful "burst" of selfconsciousness of domestic civil society necessitates the introduction in Ukraine of the concept of "minimal state", that is a state whose activities are aimed at implementing as few functions as possible. However, this type of state does not imply an anarchic ideal with its abolition at all. It seems that within the framework of a minimal state, the latter should be deprived of the functions it has assumed for a long historical period, leaving only the fiscal, the function of ensuring the safety of citizens from internal and external threats and the function of organizing work. At the same time, in the conditions of the minimal state the organization of works is transformed into the organization of realization of national and state projects when the state acts only as the coordinator and the financier of work which is carried out by numerous enterprises and corporations. As for the fiscal function, in our opinion, it should be somewhat transformed: the tax system should be enshrined in the principle of one tax, and the budget system should consist of three parts: "expenditure budget", "development budget" and "reserve budget". Regarding the security of citizens, society and the state from external and internal threats and dangers, such activities should take two forms: justice and law enforcement (security within the country) and war and peace (security outside the country). Thus, in the conditions of a minimal state, only the organization of national and state projects, budgetary and financial function, as well as ensuring the security of citizens, society and the state from external and internal threats and dangers should remain behind the latter.

STUDY OF THE ORGANIZATIONAL CULTURE OF THE CUSTOMS AUTHORITIES OF THE REGION (BASED ON MATERIALS FROM THE SAMARA CUSTOMS)

The organizational culture of customs authorities is understood by the authors as a set of norms, rules, customs and traditions that are supported by customs authorities and set a general framework for the behavior of officials. To determine the key characteristics and analyze the dynamics of the organizational culture of the customs authorities, the methodology of Robert E. Quinn and Kim S. Cameron Organizational Culture Assessment Instrument (OCAI) was used. This methodology is based on the framework construction of competing values corresponding to four types of culture: clan, adhocratic, market, bureaucratic. According to the results of the survey, currently the bureaucratic type of organizational culture prevails in the Samara customs, the values of the other types of cultures are approximately equal to each other. At the same time, there are significant differences between the prevailing and preferred type of organizational culture. In the preferred state, the adhocratic type of culture predominates, bureaucracy is in second place in importance, then the clan and the market type of culture. At the second stage of the study, using the method of analyzing hierarchies, an expert assessment of the formation of the preferred adhocratic type of organizational culture of customs authorities was carried out. The factor analysis of the identified types of organizational cultures of the customs authority made it possible to determine which type of organizational culture contains the potential for increasing the effectiveness of personnel management. To solve this problem, a mathematical tool was used the method of analyzing hierarchies. The data obtained as a result of the application of the OCAI methodology and the hierarchy analysis method in the study of organizational culture made it possible to solve the problems of defining the type and strength of the culture dominant in the customs authorities, to establish profiles for the existing and intended organizational culture and to determine the scenario for further changes in the organizational culture of the customs authorities. contributing to improving the efficiency of personnel management.

(Dis)honest bureaucrats and (non)compliant firms in an evolutionary game

AbstractThis paper studies environmental corruption via a random‐matching evolutionary game between a population of firms and a population of bureaucrats who have to decide whether to release a ‘green’ licence to the firms. A firm obtains the licence if the bureaucrat checks that it complies with environmental regulations, otherwise it is sanctioned. The model assumes that there are two types of bureaucrats (honest and dishonest), two types of firms (compliant and non‐compliant) and two possible crimes (corruption and extortion). Corruption occurs when a dishonest bureaucrat accepts a bribe from a non‐compliant firm, while extortion occurs when a dishonest bureaucrat claims a bribe from a compliant firm. When there is no dominance of strategies, we show that there exist two bi‐stable regimes, in which two attractive stationary states exist and two regimes with an internal stable equilibrium, corresponding to the mixed‐strategy Nash equilibrium of the one‐shot static game, surrounded by closed trajectories. From comparative statics analysis performed on the latter two dynamic regimes, it emerges that policy instruments may help the Public Administration reduce both corruption and extortion, although increasing sanctions and detection probability do not always get the desired results.

How Do Citizens Assess Street‐Level Bureaucrats’ Warmth and Competence? A Typology and Test

AbstractCitizens encounter many street‐level bureaucrats in their lifetime. How do they assess the traits of the bureaucrats they meet? Understanding citizens’ assessments of bureaucrats is important, because citizens are not passive receivers of policies. This article explores citizens’ classifications of street‐level bureaucrats based on their core task. Using a factorial survey (n = 580), three clusters of bureaucrats are identified: those who are regulation oriented, those who are service oriented, and those who are both regulation and service oriented. Then, the article tests how these three types of bureaucrats are assessed on warmth and competence and whether their gender matters. A between‐subjects experiment (n = 1,602) reveals that regulation‐oriented bureaucrats are assessed as least competent and warm. Moreover, regardless of core task, female bureaucrats are assessed as warmer than males. Female and male bureaucrats are assessed as equally competent. This article shows that bureaucrats are stereotyped by citizens and discusses the implications for the public management literature.Evidence for Practice While researchers and practitioners tend to focus on commonalities between street‐level bureaucrats, focusing on differences—for instance, in terms of core task and gender—may be helpful to understand how citizens see and react to their encounters with bureaucrats. Much like street‐level bureaucrats’ stereotypical notions of citizens, citizens stereotype the bureaucrats they encounter. These stereotypes are based on cues related to the bureaucrats’ core task and gender. Especially for regulation‐oriented organizations and street‐level bureaucrats, such as inspectorates, being aware of stereotypes may be useful when engaging with citizens because they are rated as the least competent and warm.

MEMAHAMI BIROKRAT SEBAGAI PELAYAN PUBLIK DALAM TINJAUAN KOMUNIKASI ORGANISASI

It is no longer a public secret if in Indonesia from the beginning until now it always faces serious obstacles from the bureaucracy. The attitude and behavior of bureaucrats also greatly affect the implementation of tasks following the existing situation. In many cases, the attitude of the bureaucrat will influence its behavior. There are three types of bureaucrats: operator, manager, and executive. Executive behavior in the local public bureaucracy in Indonesia has experienced significant changes, especially in recruiting new employees, which is also very much influenced by family law. This means that employee recruitment is intended to accommodate family, relatives or friends with a certain amount of reward. Executive behavior that always wants to add subordinates. Organizational communication becomes important when the behavior of bureaucrats adopts and spreads new values in the organization, especially the organization in providing services to the public.Keywords: Organization Communication, Publik Bureaucracy, Bureaucratic Behavior.

DOMINANT ORGANIZATIONAL CULTURE IN FACULTIES OF PHYSICAL EDUCATION: APPLIED STUDY OF FACULTY OF PHYSICAL EDUCATION – UNIVERSITY OF JORDAN

The current research aims to measure the dominant organizational culture inside Faculties ‎of physical education with specific application on the faculty of physical education – ‎Jordan University‎. The researcher used the descriptive approach‎. Research community included all workers and faculty members of faculty of physical ‎education for men – Jordan University (n=556). Main sample (n=176) was chosen ‎purposefully in addition to another (30) persons chosen as a pilot sample. The researcher designed and validated ‎-‎ The Type of Dominant Organizational Culture Questionnaire designed (TDOC-‎Q)‎. Results indicated that: ‎-For axis one (Types of Leadership and Administration): results of perceived ‎administration indicated that (44) participants agreed on the supportive type of ‎organizational culture while (49) agreed on procedural type for types and styles ‎of administration, (46) agreed on supportive type for quality responsibility, (48) ‎agreed on supportive type for inclusive change and improvement, (44) agreed on ‎supportive type for motivation, (47) agreed on creative type for leadership type ‎and finally (45) agreed on supportive type for workers’ participation. ‎ ‎-‎For axis two (Administrative Structure): (45) agreed on supportive type for ‎administrative communication, (51) agreed on supportive type for work groups, ‎‎(58) agreed on supportive type for clarity of objectives and tasks and (47) agreed ‎on supportive type for education, training and qualification. ‎ ‎-‎For axis three (Human Resources): (42) agreed on bureaucratic type for external ‎agents, (48) agreed on procedural type for internal agents and (47) agreed on ‎supportive type for problem solving. ‎ ‎-‎For axis four (Academic and Educational Processes): (38) agreed on both ‎creative and supportive types ‎ ‎-‎For axis five (Continuous Improvement and Development): (45) agreed on ‎creative type ‎ ‎-‎For axis six (Policies, Procedures and Principles): (62) agreed on creative type ‎ ‎-‎For axis seven (Laws, Rules and Regulations): (48) agreed on supportive type ‎ ‎-‎For axis eight (Performance Evaluation): (40) agreed on supportive type

Placing social types through prosodic variation: An investigation of spatial meanings in Mainland China

This study examines how prosodic features evoke the spacial aspects of interactional meanings of well-known social types in Mainland China. Prosodic features (duration, pitch, voice quality) of the scripted performances of 18 prominent social types in China were measured acoustically and grouped by cluster analysis. Commonalities among types within each group were identified through a detailed analysis of meta-linguistic commentary collected from the internet. This paper focuses on three meaningful clusters: powerful bureaucratic types, disembodied voices, and “in-your-face” types. Members of each cluster share prosodic combinations and social profiles. More importantly, character types within each cluster index a specific interactional locale. Appropriation of their associated features could reproduce the social dynamics that is typical in that locale. The results highlight the situated use of sociolinguistic variables, and show that the prosodic features pattern structurally in the performances while indexing the historical-spatial settings of social interactions. This paper also considers place as an interactional and relational product of meaning making by these prosodic features.

Formas organizacionales feministas en la implementación de políticas públicas

Resumen: Este artículo contribuye al estudio de la implementación de políticas públicas a partir de los estudios organizacionales asociados a los estudios de género, al analizar cómo las organizaciones no gubernamentales de desarrollo formadas por mujeres se organizan para implementar políticas públicas a partir de tensiones, prácticas deliberativas y conflicto. El estudio de caso múltiple basado en entrevistas semiestructuradas permite afirmar que las organizaciones de mujeres establecen "formas organizacionales feministas”, por tanto, no son organizacionalmente disonantes, no adaptan el tipo burocrático ideal, no son sexualizadas, ni reproducen diferencias de género.

Organizational structure of a state agency: concept, typology and directions of application to the system of the National Police of Ukraine

The author of the paper has analyzed the general theoretical approaches to determining the content and characteristics of the organizational structures of state agencies; has formulated the key principles for the formation of organizational structures. Based on the research of scientific works on the theory of public administration, administrative law, management, public management, the author has formulated own definition of the concept of “organizational structure of the National Police of Ukraine”.
 The author has offered to understand it as a set of interrelated positions, structural and separate units of the National Police, which constitutes a single system of units and levels of management, and is formed in order to accomplish the assigned tasks for the provision of police services and implementation of assigned powers. It is established by regulatory acts adopted by the authorized agencies (individuals) within their own competence in compliance with a specific procedure.
 The routine activities of the National Police of Ukraine are carried out in strict order determined by the regulatory acts, are characterized by a high formality of management procedures, constant organizational relations, and therefore its organizational structure belongs to rigid (bureaucratic) type structures according to its characteristics.
 If we consider the system of the National Police of Ukraine on the national scale, its organizational structure refers to the divisional type, since it contains relatively separate territorial and interterritorial units that have certain autonomy in exercising their activities and management decisions. If we consider organizational structures of the central apparatus, territorial and interterritorial agencies, then their structures belong to the linear and functional type.
 The results obtained by the author are an integral part of the author’s research on the topic “Public management within the National Police of Ukraine” and can be used in carrying out similar fundamental and applied research in the field of optimization of management activities of state and law enforcement agencies.

Selection rates and bureaucratic performance

Bureaucratic personnel policy influences agency performance by affecting both the types of bureaucrats who are selected for employment and the actions that bureaucrats take. An effective policy selects intrinsically motivated bureaucrats for promotion or retention and provides incentives for bureaucrats to exert a high level of effort. I investigate a retention and promotion policy used in a number of U.S. government agencies in which only a previously specified percentage of bureaucrats in a cohort are retained after one period. The proportion of bureaucrats retained after a review is referred to as a “selection rate”. Using a formal model, I show that the adoption of a selection rate facilitates the separation of intrinsically motivated and unmotivated bureaucrats where they would otherwise pool, allowing bureaucratic personnel managers to screen out unmotivated bureaucrats. Effective screening by itself, however, is not welfare-enhancing because screening removes unmotivated bureaucrats’ incentives to exert effort. Compared to alternative welfare-reducing screening mechanisms which bring about screening through monitoring or wage policy, selection rates facilitate welfare-enhancing screening by inducing motivated types to exert additional effort in order to distinguish themselves from unmotivated bureaucrats. I find that selection rates are most effective where material or ego rents from government employment are high and where the policy rewards that motivated bureaucrats realize are low. These properties of selection rates explain their adoption in several U.S. government agencies’ personnel systems, most notably the military officer corps.

La reforma educativa de 2013, en el nivel de primaria. Discordancias entre la normatividad y el trabajo cotidiano del director

The purpose of this article is to analyze the coherence of the normativity and the practice of school management at the primary level in Mexico, due to the application of the educational reform of 2013. The articulation of laws and regulations is found in an integration process, so the process still needs to be analyzed for its best application in everyday life. Due to this situation, it is possible that currently the directors are working under legal, administrative and union systems of bureaucratic type, but they must present a performance evaluation according to profiles, parameters and indicators that have an “ideal” character and that do not agree with daily professional practice.

The communication between a doctor and his patients’ parents as a factor in the availability of medical care for disabled children

The purpose of this s tudy is the identi fi cation of types of communica tion among physi cians and parents of disabled children, who have congenital or acqui red pa thologies and who need treatment and rehabilita tion. The focal point of the s tudy is the assumption tha t the communi cation between the doctor and the child’s parents should be based on trust. It is one of the factors influencing the availability of medi cal care for children with disabilities. The study uses as tructured in-depth interview (19). There is much evi dence tha t doctors and parents prefer a paternalistic type of communication unlike partner, contractual or engineering. Our conclusion is that in a medical institution within the established bureaucratic type of organisational culture , recorded in our earlier study, the conditions for the professional activities of doctors and parents with disabled children receiving help are perceived by them as the most comfortable, since they correspond to their value orientations and expectations. Keywords: Disabled children, access to medi cal care, doctor, parents , communi ca tion.

Matrix structures in management of quality of educational and scientific work of Ukrainian universities

For the past few years, major progress in providing academic autonomy to Ukrainian universities has been made. However, a large number of universities even now remain the establishments with post-Soviet bureaucratic type of organization of management. As a result, a severe and complicated system of control over current activity has been supported, which requires from scientific and pedagogical workers not only to work effectively, but also to keep the set of rules and procedures. The purpose of the research is to search for possibilities of efficient application by modern universities of flexible matrix structures of management while forming their own internal system of quality control. Threats from bureaucratic management have been generalized for competitiveness of a modern university at the market of educational, scientific and consulting services. The concept and methodology on de-bureaucratization of the system of quality in higher education on the basis of the process approach of the theory of management and rationalistic logistics obtained further development. The mechanism of management of quality at the operational level of the university through integration of the segment-focused approach, system of grading and matrix organization of regular processes has been improved. Ways to apply matrix structure the middle and low levels of managing university have been suggested. Author’s recommendations have been provided towards rating evaluation of work of departments and their segment-focused structural organization. The matrix structure of management of quality of carrying out the temporary research project in the university under the conditions of the budget commission has been developed and practically tested.

Interpreting the 2004 Moroccan Family Law: Street-Level Bureaucrats, Women's Groups, and the Preservation of Multiple Normativities

A decade after celebrating Morocco's 2004 family law as a social revolution, women's groups became dismayed by the persistence of minor marriage, polygyny, and marriage guardianship. Conventional explanations for why statutory law reform often fails to produce intended outcomes depart from the concept of the homogeneous state, pointing to insufficient enforcement mechanisms and cultural resistance to the new law within society. Arguing against this conceptualization, this article adopts the state-in-society approach. It compares how two types of street-level bureaucrats and secular and Islamist women's groups have engaged with the 2004 law. It finds that different groups have emphasized and rejected different categories and norms of the law. Street-level bureaucrats' interpretations have sometimes overlapped with those of civil society actors. The state is therefore not enforcing one normative order against cultural resistance from society; instead, different state actors are themselves actively involved in the production and preservation of multiple normativities.

The Peculiarities of the Adherence and Identification as Components of the Organizational Culture of Modern University

Abstract This article is devoted to the results of the study on the adherence and identification as components of the organizational culture of the modern university. The empirical data obtained by the authors of the article on to the survey of the employees and students of the university proves that the organizational culture of the modern university has distinctive features in different groups of employees and students, and is characterized by different levels of the adherence and identification. Thus, the high level of the adherence and identification is formed in the clan and adhocratic culture, and the domination of the bureaucratic type of culture is connected with the decrease in the level of organizational adherence and identification.