PPT ON identify an organizational challenge facing your own public agency ( 10 SLIDES )

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Chapter 6

Control and Accountability

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Note to instructor: These slides do not necessarily follow the order of the chapter. This is intentional, for lecture purposes. Feel free to rearrange and modify to suit your needs.

Last Week

  • Personal Networks
  • Radial
  • Person interacts directly with others
  • Those people do not interact w/ each other
  • Promote exchange of more information
  • Interlocking
  • Closed network
  • People interact within their network
  • Occurs quickly and easily

Last Week

Last Week

  • Listening
  • Managers spend 42-45% time listening
  • 30-31% Talking, 15-16% reading, <11% Writing
  • Benefits of Listening
  • Increase self-confidence
  • Handle conflicts better
  • Solve more problems
  • Reduce stress

For this week

  • Bureaucratic Control (Accountability)

Law Of Ever Expanding Control

“The quantity and detail of reporting required by monitoring bureaus tends to rise steadily over time, regardless of the amount or nature of the activity being monitored” (Downs)

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Invite students to share their thought about this idea.



Theories Of Accountability

  • Theory of Political Control
  • Gov’t orgs are best controlled through the chain of command up to political officials
  • “Running a constitution” (Rohr)

  • Cybernetics

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The Many Meanings Of Accountability

  • External accountability
  • Internal accountability

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  • Higher political authority or political body
  • Boards
  • Accrediting organization, a parent agency,
  • Regulatory body
  • Courts at times
  • Public

External Accountability:
Reporting To

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For Political Accountability To Occur

Citizens must care about issues

Vote for political official based upon issues

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For Political Accountability To Occur

  • Official base their votes on their stated positions
  • Gov’t agencies must be attuned to citizens on same issues
  • Not all public concerns require enactment and implementation of law by agencies

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Linkage Of Political Cycle To Agencies

  • Weakening the link
  • Not all public concerns require enactment and implementation of law by agencies
  • Individual requests for assistance
  • Some agencies not particularly visible to public: GAO, courts

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Linkage of political cycle to agencies

  • Some agencies created to be arm’s length from politicians:
  • Authorities
  • Post office

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Internal Accountability

  • Performance Measurement: to improve org performance through internal measurement
  • Outputs
  • Productivity
  • Outcomes
  • Balanced scorecards

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Performance Measurement

  • Measurement can be of
  • Outputs, quality, efficiency, process, customer satisfaction, effectiveness
  • Effectiveness/outcome measurement: degree a program meets policy intent, long-term measurement
  • Programs, policies, internal process

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Performance Measurement Problems

  • In general, what gets measured pushes out other work

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Performance Measurement Problems

  • Goal displacement (Merton)
  • Greater the effort to control, the greater the effort to counteract it
  • Falsification
  • Distortion (Downs)

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Balanced Score Card

  • Series of measures
  • Kaplan & Norton
  • Financial, customer, internal business, learning/growth measures
  • Possible solution to many measurement problems
  • Avoids one measure (or small number of measures) driving the org at the expense of true mission

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Success Of Performance Measures

  • As a means of internal accountability requires
  • Data that are reliable year after year
  • Availability of data
  • Set frequency of measurement
  • Measures that are relatively simple

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Accountability through Employee Involvement

  • Active participation of staff to measure, correct problems
  • Employee socialization
  • Creating org commitment
  • Employees take responsibility

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Responsiveness

  • Meeting the need of those served
  • Often related to increasing professionalism
  • Ideal bureaucracy (Weber)
  • Outreach to the public
  • Includes quick action
  • Individualized service

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Importance of Individual Responsibility

  • Constant need to meet goals within budgetary constraints
  • Need to question and disagree at times
  • Professional responsibility based upon standards in one’s profession
  • Individual responsibility for one’s actions

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Professional responsibility

  • Complements individual responsibility
  • Based upon socialization to a profession
  • Not all professions have explicit codes of ethics
  • Creates social responsibility

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Many Meanings of Accountability

  • Accountability, responsiveness, and responsibility emphasize control at different and equally important levels
  • All three equal transparency

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4 Mechanisms To Create Transparency

Voice: allowing individuals input

Representation: individual involvement through groups, elected officials

  • The two create front-end transparency

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4 Mechanisms To Create Transparency

Choice: ability to choose services

Information: adequate info to make choices

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From Accountability to Transparency

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  • Cybernetic: automatically self- correcting orgs
  • Role of information (feedback) critical
  • Feedforward (forecasting)
  • Known information used to prepare for changes or challenges
  • Budget forecasting

Self –regulating Organizations

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Case Study #2

  • “Documentary Evidence”
  • Case 5-1 (Communications Chapter)
  • Due online Thursday January 25th
  • 8:00 AM
  • Posted on Blackboard & Journal

What kind of communication system(s) would you try to create within the total organization structure? 

Next Week

  • Decision Making
  • Motivation