CJA1

agency is accomplishing the mission by assessing the statements made in the strategic goals and the outputs delivered by the department. Doran (1981) and Locke and Latham (2002) claim that the more speci�c, measur‐ able, achievable, realistic, and time-speci�c (SMART) the agency’s goals are, the easier it is for others to determine if an agency has actually met the strategic goals.

The better organized an organization is, the better it will be able to accomplish its goals. The term organized can re‐ late to structure. Organizations are structured vertically and horizontally. They contain departments, units, spe‐ cializations, work groups, jobs, and so on.

The structure is typically determined by how formal the organization is. If there is a rigid hierarchy, or what some refer to as bureaucracy, the organization is seen as cen‐ tralized. Centralized organizations house authority posi‐ tions at the top of the hierarchy in the upper levels of the administration. Managers are responsible for most deci‐ sions in centralized organizations, and communication is sent from management to lower-level sta� on how to perform tasks and on changes in policy or procedure. However, if there are few levels of authority between the top managers and the line sta� (those performing the ev‐ eryday tasks or jobs), the organization is seen as decen‐ tralized. Decentralized organizations allow for lower-level sta� to make decisions on policies or procedures that di‐ rectly a�ect the accomplishment of tasks and goals

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