Abstract
This chapter is inspired by the observation that new trends—in the cultural, economic, and political global scenario—are changing how public organizations are organized, making them increasingly complex and effective in challenging critical problems, such as poverty, unemployment, and environmental sustainability. These changes are aimed at influencing the behavior of public employees through the introduction of managerial and professional logics from the private sector. Efficiency, flexibility, creativity, and problem-solving have emerged as new standards for employees working in public organizations, who are now in search of new means of anchoring their identity and motivation.
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Notes
- 1.
As a recurring theme in organizational studies, this dualistic view has inspired numerous models of learning, design, and organizational change that implicitly recognize that stability and change jointly contribute to organizational effectiveness. The common theoretical principle is represented by the model of March (1991) and Levinthal and March (1993), which explains how the success of an organization depends on the delicate balance between exploitation and exploration, that is, the ability to explore new roads through change and experimentation and, at the same time, the ability to exploit existing resources and knowledge consolidated in the organization.
- 2.
Kelman (2007) talks about a “ghetto” for Public Sector research to explain the push by Public Sector scholars to emphasize how they differ from the scholars in other disciplines. The most distinctive features between public and private organizations are as follows: public organizations are exposed to much greater influence by external political and governmental institutions; they are subject to more external scrutiny and accountability and their goals are intangible and often conflicting; they have more elaborate formal rules and reporting requirements and more rigid hierarchical arrangements; public organizations are also often characterized by a lower operating efficiency compared to other types of organizations; the actions public managers take are often dictated by political necessities and they have limited decision-making autonomy due to constraints such as civil service rules.
- 3.
In the Public Sector research, Bordia et al. (2004) introduce the distinction between strategic, structural, and job-related uncertainty. Strategic uncertainty refers to uncertainty regarding organization-level issues, such as the reasons for change, the future direction of the organization, or its sustainability. For example, a public manager perceives strategic uncertainty when, in a context of changing government and policies (e.g., privatization or funding cuts), s/he experiences a lack of clear vision and this will provide uncertainty regarding the impact of change on administration’s strategic direction. Structural uncertainty refers to the administrations’ organizational structure. An example is the merging of two different offices that is likely to produce changes in internal hierarchies: this type of change generates uncertainty about the chain of command and the responsibilities of the employees within the public offices. Finally, job-related uncertainty refers to job security, career opportunities, and changes in the role and tasks to be performed due, for example, to the introduction of new technologies or the downsizing of certain programs and activities.
- 4.
Other critical points highlighted on the NPM reforms concern the introduction of performance measurement and management systems: more specifically, these systems were aimed to capture only quantitative outputs of performance, related to the concepts of efficiency, productivity, and accountability, by excluding nonquantifiable parameters, such as skills and knowledge, cooperative behaviors, fairness, commitment, creativity, innovation, and loyalty. All these organizational behaviors are completely ignored by NPM and portrayed as being unimportant.
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Decastri, M., Buonocore, F. (2021). Organizing Public Administration. In: Decastri, M., Battini, S., Buonocore, F., Gagliarducci, F. (eds) Organizational Development in Public Administration. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-43799-2_1
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