Relevant bibliographies by topics / Bureaucratic model

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Bureaucratic model'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 April 2022

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Journal articles on the topic "Bureaucratic model"

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Ricks, Jacob I. "AGENTS, PRINCIPALS, OR SOMETHING IN BETWEEN? BUREAUCRATS AND POLICY CONTROL IN THAILAND." Journal of East Asian Studies 18, no. 3 (July 18, 2018): 321–44. http://dx.doi.org/10.1017/jea.2018.17.

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AbstractIn the aftermath of the 2006 and 2014 Thai coups, observers declared the resurrection of the bureaucratic polity. Bureaucrats, though, remained influential even during the period of 1992–2006, when elected politicians were thought to command the Thai state. Bureaucratic involvement in politics poses a challenge for dominant political science theories of politician–bureaucrat relationships, which draw heavily from principal–agent frameworks. I apply agency theory to Thailand, testing three different hypotheses derived from the theory. Examining legislative productivity and control over bureaucratic career trajectories, I find that elected politicians increasingly acted as principals of the Thai state from 1992 through 2006, and to a lesser degree from 2008 to 2013. Thai bureaucrats, though, have frequently engaged in the political sphere, blunting political oversight and expanding their independence vis-à-vis politicians. This suggests that the principal–agent model overlooks the range of resources that bureaucracies can bring to bear in developing countries, granting them greater autonomy than anticipated. As such, theories of the politician–bureaucrat relationship in developing states need to better account for the mechanisms through which bureaucrats exercise policy discretion and political influence.
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Bendor, Jonathan, Serge Taylor, and Roland Van Gaalen. "Stacking the Deck: Bureaucratic Missions and Policy Design." American Political Science Review 81, no. 3 (September 1987): 873–96. http://dx.doi.org/10.2307/1962681.

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Empirical studies suggest that mission-oriented bureaucrats bias their design of program alternatives to increase the odds that a superior will choose the kind of program the officials want. However, political executives may anticipate this manipulation and try to reassert control. These struggles are examined in three models. In Model 1 a senior bureaucrat is interested only in missions; the bureaucrat's political superior controls him or her by rejecting inferior proposals and entertaining new options from other policy specialists. Model 2 is a principal-agent analysis. Here the official is interested only in budgets; the official's superior reduces search bias by creating an ex ante incentive scheme. In Model 3 the bureaucrat cares about both budgets and programs; the superior uses both his or her final review authority and ex ante incentives to reduce agenda manipulation. The models' contrasting implications for the political control of bureaucracy are examined.
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HUBER, JOHN D., and NOLAN McCARTY. "Bureaucratic Capacity, Delegation, and Political Reform." American Political Science Review 98, no. 3 (August 2004): 481–94. http://dx.doi.org/10.1017/s0003055404001297.

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We analyze a model of delegation and policymaking in polities where bureaucratic capacity is low. Our analysis suggests that low bureaucratic capacity diminishes incentives for bureaucrats to comply with legislation, making it more difficult for politicians to induce bureaucrats to take actions that politicians desire. Consequently, when bureaucratic capacity is low, standard principles in the theoretical literature on delegation no longer hold. We also use the model to examine the issue of political reform in polities with low bureaucratic capacity. The model indicates that politicians in such polities will be trapped in a situation whereby they have little incentive to undertake reforms of either the bureaucracy or other institutions (such as courts) that are crucial for successful policymaking.
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TING, MICHAEL M. "Legislatures, Bureaucracies, and Distributive Spending." American Political Science Review 106, no. 2 (May 2012): 367–85. http://dx.doi.org/10.1017/s0003055412000081.

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This article develops a theory of bureaucratic influence on distributive politics. Although there exists a rich literature on the effects of institutions such as presidents, electoral systems, and bicameralism on government spending, the role of professional bureaucrats has yet to receive formal scrutiny. In the model, legislators bargain over the allocation of distributive benefits across districts. The legislature may either “politicize” a program by bargaining directly over pork and bypassing bureaucratic scrutiny, or “professionalize” it by letting a bureaucrat approve or reject project funding in each district according to an underlying quality standard. The model predicts that the legislature will professionalize when the expected program quality is high. However, politicization becomes more likely as the number of high-quality projects increases and under divided government. Further, more competent bureaucrats can encourage politicization if the expected program quality is low. Finally, politicized programs are larger than professionalized programs.
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Dinarjo Soehari, Tjiptogoro, and Iffah Budiningsih. "Model of Bureaucratic Corruption Prevention." International Journal of Asian Social Science 10, no. 10 (2020): 638–46. http://dx.doi.org/10.18488/journal.1.2020.1010.638.646.

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Silaban., Himsar. "BUREAUCRATIC REFORM IN INDONESIA: LESSON LEARNED FROM BUREAUCRATIC REFORM MODEL IN JAPAN." International Journal of Advanced Research 5, no. 1 (January 31, 2017): 2096–105. http://dx.doi.org/10.21474/ijar01/2983.

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Bendor, Jonathan, and Terry M. Moe. "An Adaptive Model of Bureaucratic Politics." American Political Science Review 79, no. 3 (September 1985): 755–74. http://dx.doi.org/10.2307/1956842.

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In this article we outline a new framework for the formal analysis of bureaucratic politics. It departs from standard neoclassical approaches, notably those of Niskanen (1971) and Peltzman (1976), in several important respects. First our approach explicitly models a system of three-way interaction among bureaus, politicians, and interest groups. Second, it allows for institutional features of each type of participant. Third, it is a model of dynamic process. Fourth, participants make choices adoptively rather than optimizing. Fifth, participants are only minimally informed.The result is a dynamic model of adaptive behavior, very much in the spirit of Simon's (1947) behavioral tradition, that offers a new perspective on political control, bureaucratic power, and the “intelligence of democracy.”
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Greaves Siew, Jochelle. "Attempts of Fully Controlling Bureaucracy: Quae Merito?" Journal of Public Administration and Governance 11, no. 1 (January 15, 2021): 53. http://dx.doi.org/10.5296/jpag.v11i1.18008.

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The performance of government bureaucrats profoundly impacts the daily lives of citizens, with their unseen decisions affecting, inter alia, the safety of society, public education standards, and working conditions. Still, scholars dispute the power of bureaucrats, and whether and how it should be controlled. Some contend that bureaucratic activity must be firmly controlled since bureaucrats are expected to shirk their responsibilities. Contrarily, others postulate that a trust-based system would be better-suited as bureaucrats subscribe to values related to public interest, professional norms, and organisational loyalty. This article conducts a review of relevant literature on ‘top-down’ and ‘trust-based’ control mechanisms in order to recommend suitable approaches for controlling bureaucratic activity, considering the factors which affect the nature of their work. It is shown that a trust-based model is appropriate as it results in an equilibrium being achieved, with discretion utilised as a tool for implementation, whilst bureaucratic activity is monitored and controlled in a less intrusive and demotivating manner. While command-and-control methods produce better results in cases where short-term cost control and productivity are in question, this approach is unsustainable in the long-run due to inherently faulty assumptions about bureaucratic motivation. This article also recognises that multiple mechanisms of control might be necessary, depending on what is appropriate according to political judgements on contexts and organisational goals. Bureaucrats are accountable in different ways, at several levels and to varying degrees, so the mechanisms used to monitor and control them should reflect this reality.
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Smith, Kevin B., and Jayme L. N. Renfro. "Darwin’s bureaucrat." Politics and the Life Sciences 38, no. 2 (2019): 168–79. http://dx.doi.org/10.1017/pls.2019.17.

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AbstractThe study of bureaucratic behavior—focusing on control, decision-making, and institutional arrangements—has historically leaned heavily on theories of rational choice and bounded rationality. Notably absent from this research, however, is attention to the growing literature on biological and especially evolutionary human behavior. This article addresses this gap by closely examining the extant economic and psychological frameworks—which we refer to as “Adam Smith’s bureaucrat” and “Herbert Simon’s bureaucrat”—for their shortcomings in terms of explanatory and predictive theory, and by positing a different framework, which we call “Charles Darwin’s bureaucrat.” This model incorporates new insights from an expanding multidisciplinary research framework and has the potential to address some of the long-noted weaknesses of classic theories of bureaucratic behavior.
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Murphy, David S., and Scott Yetmar. "Petty Corruption in a Multi-Person, Multi-Stage Bureaucratic Process: Formal Models and an Experimental Assessment." Research in Economics and Management 4, no. 1 (January 23, 2019): 69. http://dx.doi.org/10.22158/rem.v4n1p69.

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<p><em>This paper examines the case where a citizen faces a sequence of bureaucrats in a transaction approval process. Each bureaucrat has the authority to disapprove an application and all of the bureaucrats must approve an application for it to be accepted. Each bureaucrat also has the ability to request a facilitating payment during the review process. Models are developed to explain bureaucrat behavior when there are no sanctions present to moderate the requests for facilitating payments, and where another government official with the authority to impose penalties on corrupt behavior is included in the process. Model I demonstrated that there is no economically rational reason for a bureaucrat to forgo requesting a facilitating payment. Model II showed that relatively low sanction multipliers are required to induce a bureaucrat to forgo the opportunity to request a bribe if the bureaucrat is in the early steps in a multi-step approval process. The predictions made by Model II were then tested using students as surrogates for bureaucrats. The results indicate that wide dissemination of information about sanctions that have been imposed could have a preventive or at least moderating effect on bribe behavior by public sector employees. </em></p>
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Dissertations / Theses on the topic "Bureaucratic model"

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BALBI, IRINEU BELO. "ADMINISTRATIVE REFORM IN BRAZIL IN A HISTORICAL PERSPECTIVE: CENTRALIZATION, BUREAUCRATIC MODEL AND DEVELOPMENT." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2015. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=26904@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO
COORDENAÇÃO DE APERFEIÇOAMENTO DO PESSOAL DE ENSINO SUPERIOR
PROGRAMA DE SUPORTE À PÓS-GRADUAÇÃO DE INSTS. DE ENSINO
A investigação procurou discutir três reformas administrativas realizadas no Brasil que, na literatura especializada, aparecem com destaque. A primeira delas se desenvolveu durante o primeiro governo Vargas, a segunda ocorreu no governo Castelo Branco, em 1967, e a última, implantada durante o governo Fernando Henrique Cardoso, em 1995, a única ocorrida em regime democrático. A análise sobre as reformas administrativas é norteada por três principais eixos analíticos. O primeiro diz respeito à definição do papel do Estado e de sua relação com o mercado. O segundo trata do desdobramento da reforma administrativa sobre o sistema federativo, especialmente se privilegiou a centralização ou descentralização. O terceiro se refere à complexa relação entre governo e sociedade, mais especificamente à convivência entre aspectos clientelistas e a busca pelo universalismo de procedimentos. Concluiu-se que durante o governo Vargas teve início o ciclo de reformas administrativas, com a tentativa de implantar o Estado burocrático racional-legal. Neste momento, predominou a ênfase na centralização política e intensa predominância da atuação estatal na economia. No governo Castelo Branco, o Decreto-lei número 200, de 1967, procurou fortalecer a administração indireta, em contexto de intensa centralização no governo federal e de ainda expansão do Estado nacional-desenvolvimentista. A reforma administrativa de 1995 pretendia substituir a administração burocrática por modelos pós-burocráticos. Não logrou êxito, em razão da perspectiva fiscal que prevalecia à época, entretanto, promoveu redefinição das funções do Estado por meio da realização de privatizações e da criação de agências reguladoras, assim como procurou abrir algum espaço para a descentralização.
The investigation intends to discuss three administrative reforms that took place in Brazil and that are shown with distinction in specialized literature. The first of them developed during the first Vargas administration, the second during the Castelo Branco administration in 1967, and the last was implemented during the Fernando Henrique Cardoso administration in 1995, the only one occuring in a democratic regime. The analysis about the administrative reforms is guided by three main analytical axis. The first one concerns the definition of the role to be played by the State and of its relation to the Market. The second deals with the unfolding of the administrative reform over the federal system, more specifically if it prioritized centralization or decentralization. The third refers to the complex relationship between government and society, more specifically to the interactions between clientelistic aspects and a more universal approach towards general proceedings. It was concluded that during the Vargas administration a cycle of administrative reforms began with the intent to implement a bureaucratic rational-legal authority. In this particular moment, the emphasis in political centralization and in an intense presence of the State in the economy prevailed. In the course of the Castelo Branco administration, the 1967 decree-law number 200 intended to strengthen the indirect administration amid a moment of intense political centralization in the hands of the federal government and a parallel expansion of the national-developmentist State. The 1995 administrative reform intended to replace the bureaucratic administration models by post-bureaucratic ones. It did not succeed due to the fiscal perspectives that were predominant at the time. However, it provided a redefinition of the functions of the State by promoting privatizations and creating regulatory agencies, and aiming to find some space for decentralization.
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Yasar, Muhammet Murat. "A Complex Systems Model for Understanding the Causes of Corruption: Case Study - Turkey." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4827/.

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It is attempted with this dissertation to draw an explanatory interdisciplinary framework to clarify the causes of systemic corruption. Following an intense review of political sciences, economics, and sociology literatures on the issue, a complex systems theoretical model is constructed. A political system consists of five main components: Society, interest aggregators, legislative, executive and private sector, and the human actors in these domains. It is hypothesized that when the legitimacy level of the system is low and morality of the systemic actors is flawed, selected political, social and economic incentives and opportunities that may exist within the structure of the systemic components might -individually or as a group- trigger corrupt transactions between the actors of the system. If left untouched, corruption might spread through the system by repetition and social learning eventually becoming the source of corruption itself. By eroding the already weak legitimacy and morality, it may increase the risk of corruption even further. This theoretical explanation is used to study causes of systemic corruption in the Turkish political system. Under the guidance of the complex systems theory, initial systemic conditions, -legacy of the predecessor of Turkey Ottoman Empire-, is evaluated first, and then political, social and economic factors that are presumed to be breeding corruption in contemporary Turkey is investigated. In this section, special focus is given on the formation and operation of amoral social networks and their contribution to the entrenchment of corruption within the system. Based upon the findings of the case study, the theoretical model that is informed by the literature is reformed: Thirty five system and actor level variables are identified to be related with systemic corruption and nature of the causality between them and corruption is explained. Although results of this study can not be academically generalized for obvious reasons; the analytical framework proposed here can be referenced by policy makers who are willing to trace the roots of systemic corruption in developing countries.
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Abreu, Maria Inês Mendes Alves Pereira de. "Modelos de gestão pública e as opções de reforma do XIX governo constitucional: análise do discurso." Master's thesis, Instituto Superior de Ciências Sociais e Políticas, 2016. http://hdl.handle.net/10400.5/11606.

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Dissertação de Mestrado em Gestão e Políticas Públicas
Para realização da dissertação final de Mestrado em Gestão e Políticas Públicas, desenvolveu-se uma investigação que visa compreender e avaliar as Opções de Reforma do XIX Governo Constitucional para saber em que medida se aproximam de algum dos Modelos de Governação da Administração Pública tidos em consideração na investigação a desenvolver (Modelo Burocrático, Modelo da Nova Gestão Pública e o Modelo da Governança Pública). Para tal, foi definida como pergunta de partida: “As opções de reforma do XIX Governo Constitucional aproximam-se de que modelo de gestão da Administração Pública?” Para se conseguir responder a essa pergunta de partida, foram formuladas 3 hipóteses que, através da sua validação ou rejeição, pretendem auxiliar a alcançar as conclusões pretendidas. Essas hipóteses serão testadas através de Análise de Conteúdo, tendo como corpus documentos potencialmente reveladores das opções de reforma do Governo (Programa Eleitoral, intervenções do Primeiro-Ministro, Guião para a Reforma do Estado, e o Memorando de Entendimento.
To perform the final dissertation of Master in Management and Public Policy, it was developed a research that aims to understand and evaluate the Reform Options of the XIX Constitutional Government, to understand they’re approach to any of the Public Administration Governance Models taken into account in research (Bureaucratic Model, Model of New Public Management and Public Governance Model). To do this, was set as the starting question: "The reform options XIX Constitutional Government approach that management model of public administration". To be able to answer the question of departure, were formulated three hypotheses, that through its validation or rejection, are intended to help reach the desired conclusions. These hypotheses will be tested through content analysis, with the corpus relevant documents and revealing of the government's reform options (Electoral Program, interventions of the Prime Minister, Script for State Reform, and Memorandum of Understanding).
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Hajdarevic, Asmir. "E-förvaltning – ett förvaltningsideal eller bara ett stort IT-projekt? : En beskrivande idéanalys om den svenska e-förvaltningen utifrån tre olika förvaltningsmodeller." Thesis, Linnéuniversitetet, Institutionen för statsvetenskap (ST), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-53291.

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Since the millennium shift the Swedish public administration has, in a successive and significant way, been moving towards an electronic government. By analyzing policy goals formulated by the Swedish government, this essay aims to describe e-government as an administration model and subsequently answer the question if e-government challenges the traditional Swedish public administration. Based on three different ideal types; The bureaucratic model, The user-oriented model and New Public Management, this essay also aims to relate the policy goals of e-government to the ideal types. The analysis shows that the Swedish e-government is based on ideas which can be related to all three ideal types. While the analysis is not able to unequivocally answer the question if e-government challenges the traditional Swedish public administration, it yet indicates that, reversibly, the traditional Swedish public administration challenges e-government.
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Murgado, Amaury. "The Bay of Pigs Invasion: A Case Study in Foreign Policy Decision-Making." Master's thesis, Orlando, Fla. : University of Central Florida, 2009. http://purl.fcla.edu/fcla/etd/CFE0002522.

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Taylor, R. Michael. "Deprofessionalization of the corporate optometrist? contrasting characteristics of the bureaucratic and professional models /." Thesis, Birmingham, Ala. : University of Alabama at Birmingham, 2007. http://www.mhsl.uab.edu/dt/2007p/taylor.pdf.

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Howell, Dennis H. "Japan's Security Decisions: Allison's Conceptual Models and Missile Defense Policy." Thesis, Virginia Tech, 2005. http://hdl.handle.net/10919/42780.

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This research project assesses the continued utility of Allisonâ s three policy-making models in analyzing contemporary foreign policy problems. It also explores the effect of cultural considerations on Allisonâ s concepts by delving into the unique themes of Japanese politics. The climate in which this policy decision is made is framed through a discussion of the strategic environment and Japanese defense policy following the Cold War and 9/11. The rational actor, organizational process, and bureaucratic politics models are applied to Japanâ s 2003 decision to field a missile defense system through a qualitative analysis of English-language secondary hard-copy and online sources. Some Japanese government materials are reviewed as well; the Japanese language, however, presented challenges to research. Despite the expectation that the rational actor model best describes the Japanese approach to missile defense, this project shows the true value of Allisonâ s theories lies in their capacity to expose issues relevant to policy problems from varying perspectives. Japanâ s missile defense policy likely resulted from a combination of the three models, each influenced in varying degrees by the cultural aspects of Japanese politics.
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Sakaguchi, Sean Y. "The Modern Administrative State: Why We Have ‘Big Government’ and How to Run and Reform Bureaucratic Organizations." Scholarship @ Claremont, 2016. http://scholarship.claremont.edu/cmc_theses/1325.

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This work asserts that bureaucratic organization is not only an inevitable part of the modern administrative state, but that a high quality bureaucracy within a strongly empowered executive branch is an ideal mechanism for running government in the modern era. Beginning with a philosophical inquiry into the purpose of American government as we understand it today, this paper responds to criticisms of the role of expanded government and develops a framework for evaluating the quality of differing government structures. Following an evaluation of the current debate surrounding bureaucracies (from both proponents and critics), this thesis outlines the lessons and principles for structuring and managing an efficient bureaucracy. Finally, this paper concludes with two case studies – Puerto Rican bureaucratic failures and Japanese/Chinese national development – to consider the effects of compliance and non-compliance to the lessons outlined in this work. The inquiry finds that principles such as specialization, political autonomy, effective information systems, higher accountability standards, and managerial emphasis on policy implementation are all critical to superior bureaucratic governance.
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Perry, Helen Jemma. "Bureaucrats, development and decentralisation in India : the bureau-shaping model applied to Panchayati Raj in Karnataka, 1987-91." Thesis, London School of Economics and Political Science (University of London), 1996. http://etheses.lse.ac.uk/1414/.

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The thesis has three objectives: to assess the experience of decentralisation in Karnataka to answer questions about the relationship between decentralisation and development; to test the validity of Dunleavy's bureau-shaping model; and to make recommendations about how development planning and administration can be made more effective. The thesis analyses the responses of state government bureaucrats to decentralised rural development planning and administration in Karnataka, South India, from 1987 to '91 within the parameters of Dunleavy's bureau-shaping model's outline of bureaucrats' preferred work conditions. The thesis presents the benefits and short-comings of decentralisation identified by (A)control agency officers and (B)delivery agency officers from different departments and ranks at both state and district levels. The thesis hypothesises that if the distinction drawn between agency types and ranks of officer under the bureau-shaping model holds, delivery agency officers' attitudes to decentralisation should be (1)unrelated to changes in their agencies' programme budgets; (2)closely correlated with rank, with senior (state-level) officers greatly in favour and lower (district-level) officers averse; and (3)similar to those of control agency officers of similar rank. The thesis findings disprove all three hypothesis threads. The analysis concludes with modifications to the bureau-shaping model required to make it fully descriptive of decentralisation in India, and an evaluation of the extent to which a decentralised system of rural development planning and administration can be made more effective. The thesis concludes development needs to bring together two elements: (1)the organised expertise of the bureaucracy and (2)the consent, support and participation of the people. Both democracy and bureaucracy are essential to development. The Karnataka experiment with decentralisation from 1987 to '91 was of a particular type, teaching important lessons.
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Endomba, Engelbert Raymond. "Modernisations managériales et transformations des modes de gestion de la légitimité hiérarchique dans les entreprises publiques au Cameroun : une étude du système des réformes gestionnaires et organisationnelles et ses issues sur les formes d'implication professionnelle au Cameroun." Paris 5, 1999. http://www.theses.fr/1999PA05H029.

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Aux lendemains de l'indépendance, les stratégies de développement mises en œuvre par les autorités camerounaises ont consacré le rôle primordial des entreprises publiques dans la recherche de la croissance économique. Instruments de politique économique et sociale, les entreprises publiques ont également été associées à l'œuvre de construction d'un espace d'accumulation primitive indissociable du travail de redéfinition sociale de la hiérarchie. La technologie de l'organisation bureaucratique centralisée a ainsi servi de matrice importante à l'affirmation d'une différenciation politique et culturelle dans les milieux de travail. Désormais confrontées à la récession économique que traverse le Cameroun depuis une quinzaine d'années, les entreprises publiques n'ont cessé d'adapter les ensembles humains et les structures qui les constituent aux contraintes revendiquées par les exigences de rentabilité et de performance. De nouveaux modes de gestion et de nouvelles approches concernant la recherche de qualité, de productivité ou de synergie décisionnelle sont apparus pour sauvegarder le projet économique, politique, social et fondamentalement politique initié après l'indépendance. Les reformes des années 1990 ont conduit à la recherche d'une autre forme de rapports sociaux capables de transformer la nature de l'ordre organisationnel et social. D'une légitimité hiérarchique doublement circonscrite à l'univers procédural et règlementaire des fonctions ainsi qu'aux obligations manducatrices de la notoriété sociale, on est passe à une autorité construite sur la reconnaissance du fond rentable des décisions c'est à-dire de l'avantage réel et fondamental des relations de travail dans un environnement précarisé sur le plan de l'insertion familiale, sociale, urbaine ou nationale. Toutefois, à prolonger l'observation, les transformations constatées confirment l'idée d'une modernisation conservatrice qui bien que dynamique sur les perceptions habituelles du secteur parapublic camerounais, n'aboutissent pas à un désenchantement des comportements de travail. Il s'agit ainsi d'une fragilisation de la légitimité dont le principal est une symbiose entre des variations, des rebondissements des modes locaux de hiérarchisation ou entre différentes façons de traduire le changement dans la pratique.
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Books on the topic "Bureaucratic model"

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The social democratic state: The Swedish model and the bureaucratic problem of social reforms. Pittsburgh: University of Pittsburgh Press, 1996.

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Brixiova, Zuzana. Growth slowdown in bureaucratic economic systems: An issue revisited. [Washington, D.C.]: International Monetary Fund, African Department and Policy Development and Review Department, 2001.

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Laura, Gaughran, and Weitsman Patricia A, eds. The politics of policy making in defense and foreign affairs: Conceptual models and bureaucratic politics. 3rd ed. Englewood Cliffs, N.J: Prentice Hall, 1993.

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The politics of policy making in defense and foreign affairs: Conceptual models and bureaucratic politics. 2nd ed. Englewood Cliffs, N.J: Prentice Hall, 1990.

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The politics of policy making in defense and foreign affairs: Conceptual models and bureaucratic politics. Englewood Cliffs, N.J: Prentice-Hall, 1987.

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Spencer, Barbara J. Quota licenses for imported capital equipment: Could bureaucrats ever do better than the market? Cambridge, MA: National Bureau of Economic Research, 1996.

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Chung, Simone Shu-Yeng, and Mike Douglass, eds. The Hard State, Soft City of Singapore. NL Amsterdam: Amsterdam University Press, 2020. http://dx.doi.org/10.5117/9789463729505.

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With Singapore serving as the subject of exploration, The Hard State, Soft City of Singapore explores the purview of imaginative representations of the city. Alongside the physical structures and associated practices that make up our lived environment, and conceptualized space engineered into material form by bureaucrats, experts and commercial interests, a perceptual layer of space is conjured out of people’s everyday life experiences. While such imaginative projections may not be as tangible as its functional designations, they are nonetheless equally vital and palpable. The richness of its inhabitants’ memories, aspirations and meaningful interpretations challenges the reduction of Singapore as a Generic City. Taking the imaginative field as the point of departure, the forms and modes of intellectual and creative articulations of Singapore’s urban condition probe the resilience of cities and the people who reside in them, through the images they convey or evoke as a means for collective expressions of human agency in placemaking.
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Interagency Conflict and United States Intervention Policy: Toward a Bureaucratic Model of Conflict Termination. Storming Media, 1999.

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Rothstein, Bo. The Social Democratic State: The Swedish Model and the Bureaucratic Problem of Social Reforms (Pitt Series in Policy and Institutional Studies). University of Pittsburgh Press, 1995.

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Bo, Rothstein. The Social Democratic State: The Swedish Model and the Bureaucratic Problem of Social Reforms (Pitt Series in Policy and Institutional Studies). University of Pittsburgh Press, 1998.

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Book chapters on the topic "Bureaucratic model"

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Rochester, Colin. "The Hegemony of the Bureaucratic Model." In Rediscovering Voluntary Action, 99–111. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137029461_7.

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Vellamo, Tea, Jonna Kosonen, Taru Siekkinen, and Elias Pekkola. "Bureaucratic, Professional and Managerial Power in University Tenure Track Recruitment." In Peer review in an Era of Evaluation, 371–402. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-75263-7_16.

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AbstractIn this chapter, our interest lies in analysing the different powers in recruitment and, particularly, how they are manifested in the new tenure track model in technical fields in Finland. Traditionally, recruitment in higher education has mostly relied on the bureaucratic application of processes and on academics, representing professional power, evaluating academic merit. The new university legislation, granting universities more autonomy in recruiting, has allowed the development of increasingly strategic recruitment models. The novel tenure track recruitment criteria exceed traditional notions of individual merits to include assessments of the strategic visions of universities and departments. We see the use of the tenure track model as a shift both in the recruitment for identity building related to the technical university’s strategy and as a shift in using more managerial power in recruitment. We use a case study approach where we look at recruitment in a similar field in two different kinds of universities utilising tenure track, and we examine how bureaucratic, managerial and professional powers are manifested in the processes. The comparisons are used to highlight the powers in the tenure track process in a technical university.
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Proeller, Isabella, and John Siegel. "Public Management Reforms in Germany: New Steering Model and Financial Management Reforms." In Public Administration in Germany, 393–410. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-53697-8_22.

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AbstractThis chapter describes the most prominent public management reform trajectories in German public administration over the past decades since unification. In the 1990s, the New Steering Model emerged as a German variant of the NPM. Since the mid-2000s, local governments in Germany have been subjected to a mandatory reform of their budgeting and accounting system known as the New Municipal Financial Management reforms. Both reforms have led to a substantial change in terms of internal decentralisation, customer orientation, transparency in resource use and the financial situation of administrative bodies. But the emerging reform patterns and their impacts have not replaced the dominance of a strong legalist culture with hierarchical, centralised control. However, in the course of the reforms, a citizen-customer perspective, more participation of citizens and limited application of new management instruments have been accommodated within the persisting bureaucratic system.
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Quagliariello, Chiara. "Caring for Others, Managing Migrants: Local and Institutional Hospitality in Lampedusa (Italy)." In Migrant Hospitalities in the Mediterranean, 15–38. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-56585-5_2.

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AbstractIn my chapter I analyze, first, the social elements explaining the hospitable, and not hostile, attitude Lampedusa inhabitants have shown over the years toward migrant people. I argue hospitality cannot be understood as a cultural element or an intrinsic characteristic of the Mediterranean identity. This attitude is mostly linked to historical dynamics and structural factors that characterize this Italian borderland. As the concept of reciprocity suggests, the fact that Lampedusa has historically been a place of emigration to Sicily and other Italian or Northern Africa regions led to a sort of identification with migrant people. At the same time, foreign migrants have always been temporary guests on this island. This situation facilitated, I suggest, the perception of migrants as non-dangerous visitors, unable to change the social landscape. Secondly, I explore the negative effects the transition in the perception of migrants from guests to take care to people the Italian state is entitled to manage has produced on the island. The replacement of a local model of hospitality based on informal practices and spontaneous places with an institutional model characterized by bureaucratic procedures and militarized sites led to a forced separation between local and migrant people.
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Sloof, Randolph. "Lobbying Politicians or Bureaucrats?" In Game-theoretic Models of the Political Influence of Interest Groups, 187–240. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4757-5307-3_6.

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Hernandez, Ariel Macaspac. "Ideal Types—Theoretical Models as Agent of Transformation Towards Sustainability." In Taming the Big Green Elephant, 143–76. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-31821-5_8.

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AbstractThis chapter introduces the ideal types of a transformative policy pathway as the agencies of transformation: democratic, authoritarian, institutional, activistic, technocratic or bureaucratic, and post-democratic. Functioning as ‘corridors’ where transformation is facilitated, each of these ideal types of policy models may have distinct preferences regarding procedures of collective decision-making. These procedures are, for example, highly dependent upon existing path dependencies defined by how each ideal type tends to draw legitimacy in front of its audience.
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Hymes, Robert. "The Bureaucratic Model: A Speculation." In Way and BywayTaoism, Local Religion, and Models of Divinity in Sung and Modern China, 171–205. University of California Press, 2002. http://dx.doi.org/10.1525/california/9780520207585.003.0007.

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Bennet, Alex, and David Bennet. "Moving Beyond the Bureaucratic Model." In Organizational Survival in the New World, 3–12. Elsevier, 2004. http://dx.doi.org/10.1016/b978-0-7506-7712-7.50008-1.

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"Moving Beyond the Bureaucratic Model." In Organizational Survival in the New World, 26–35. Routledge, 2004. http://dx.doi.org/10.4324/9780080513331-10.

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Crozier, Michel, and Erhard Friedberg. "The Bureaucratic Phenomenon and the “French Model” as Part of the Over-All Development of Industrial Society." In The Bureaucratic Phenomenon, 294–314. Routledge, 2017. http://dx.doi.org/10.4324/9781315131092-16.

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Conference papers on the topic "Bureaucratic model"

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Mustanir, Ahmad, Kittisak Jermsittiparsert, Akhwan Ali, Sam Hermansyah, and Sakinah Sakinah. "Village Head Leadership and Bureaucratic Model Towards Good Governance in Sidenreng Rappang." In Proceedings of the 1st Hasanuddin International Conference on Social and Political Sciences, HICOSPOS 2019, 21-22 October 2019, Makassar, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.21-10-2019.2291532.

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Gedeona, Hendrikus Triwibawanto, and Endang Wirjatmi Trilestari. "The Model for Implementing Bureaucratic Reform in the Ministry of Administrative Reform." In 2nd International Conference on Administration Science 2020 (ICAS 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210629.028.

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Leblebici, Doğan Nadi, and Ayşegül Kurban. "The Cost of Bureaucracy in Emerging Liberalized Economies: The Case of Turkey." In International Conference on Eurasian Economies. Eurasian Economists Association, 2011. http://dx.doi.org/10.36880/c02.00287.

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During 1980s, developed and developing economies have tended to be more liberalized for the sake of effectiveness assumed to be realized by the virtue of free market economy. Through with this tendency, public bureaucracies have been oriented to utilize productivity methods and techniques of private sector which acts and proofs itself within free market economy. This model for public sector was called "new public management". By this new model, it was supposed that wastefulness in public bureaucracies would be eliminated and they would become more productive. In Oliver Williamson's terms, experienced economic crises in 1970s have been thought to be as a result of bureaucratic failure, and this could be compensated by replacing bureaucracy with market economy. After 30 years of experiencing new public management, and new global economic crises, this assumption seems to need to be tested with relevant comparative data of bureaucratic cost. For testing the hypothesis, longitudinal data of annual budgets of certain ministries in Turkey having voluminous bureaucracies and budgets were collected and compared. Results showed that increasing cost of bureaucracies may require new measures to prevent new economic crises. However, it is not clear that market economy is capable of overcoming economic problems and of filling the gap of a possible lack of regulatory mechanisms.
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Stolyarchuk, E. A., N. E. Vodopyanova, G. S. Nikiforov, and N. O. Zaruchnikova. "For corporate culture depending on self-regulation and values." In INTERNATIONAL SCIENTIFIC AND PRACTICAL ONLINE CONFERENCE. Знание-М, 2020. http://dx.doi.org/10.38006/907345-50-8.2020.645.659.

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The article presents the results of a study of corporate culture preferences depending on self-regulation and values of specialists working in project organizations for the development of complex technical systems (STS). As the methodological basis of the research, we selected R. Barrett’s concept of the levels of personal and organizational consciousness, the compatibility of personal and organizational values as factors that determine the development and effectiveness of companies in the modern business space (Barret, 1997). The purpose of the study: to determine the dependence of the preferred corporate culture of scientific and production associations by specialists of complex technical systems (STS) on their value orientations and self-regulation styles. Research methods: diagnostics of types of real and preferred corporate culture (Cameron, 2001), questionnaire «style of self-regulation of behavior» (Morosanova, 1988), author’s questionnaire of values based on the R. Barrett model (personal and corporate values), questionnaire «life goals and values» (Klyueva, 1997). Sample: 96 specialists of the STS Research and production Association (56 men and 40 women aged 28 to 55 years, with experience in the organization from 2 to 15 years. Conclusions. STS specialists assess the real corporate culture as bureaucratic and market-oriented. They want a clannish corporate culture or an adhocracy one. With a high level of self-regulation, professionals prefer clan and adhocracy cultures. STS specialists with a low level of self-regulation prefer a bureaucratic corporate culture. STS specialists have the predominant values of life, health and personal growth, and religion and fame are the least Their corporate values belong to the third level of consciousness (self-esteem, self-discipline, confidence, friendliness, influence and power, the effectiveness of the organization in business processes and management system). STS specialists have a high level of self-regulation with a predominance of styles for evaluating results, programming and modeling. Styles of self-regulation of planning, programming, and regulatory-personal properties of flexibility have a medium level, and independence-a low level, which is a consequence of the bureaucratic corporate culture. The obtained results served as a justification for the development of an algorithm for changing the corporate culture of an organization.
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Kusumawati, Yeny, and Fresty Africia. "Implementation of No Smoking Area Policy in High School 2, Nganjuk, East Java, Indonesia." In The 7th International Conference on Public Health 2020. Masters Program in Public Health, Universitas Sebelas Maret, 2020. http://dx.doi.org/10.26911/the7thicph.04.01.

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ABSTRACT Background: In school environments, the No Smoking Area Policy is based on protecting young people who are currently studying at school from exposure to harmful cigarette smoke. It is expected to indirectly reduce student smoking rates. This study aimed to describe the implementation of the No Smoking Area policy at High School 2 Nganjuk, East Java and to identify the factors influencing the policy implementation. Subjects and Methods: This was a qualitative study carried out at High School 2 Nganjuk, East Java. The study subjects were included the principal, student deputy principals, counseling guidance teachers, homeroom teachers, employees, and students of High School 2 Nganjuk. Data were collected using observation, interviews, and documentation. The source triangulation technique used the technique of checking the validity of the data. This study used an interactive model of data analysis technique, which is based on the theory of George C. Edward III, consisted of communication, resources, dispositions, and bureaucratic structures. Results: In High School 2 Nganjuk, the No Smoking Area Policy has not been implemented optimally, particularly on the resource factor. For example, some teachers and staff still smoking in schools. This was not in accordance with the provisions in the No Smoking Area Policy. As the budget for funds from School Operational Assistance (BOS) was integrated with the School Environment Introduction Period (MPLS/MOS as well as the Adiwiyata program, there was no special budget for the implementation of the No Smoking Area policy. There was still not enough amount of billboards about no smoking area. The communication factor was the supporting factor. The policy for the No Smoking Area is always communicated to school residents. The disposition factors was the policy implementers’ engagement. The bureaucratic factor were structure and the presence of SOP in policy implementation. Conclusion: The enforcement of the policy of the No Smoking Area in High School 2 Nganjuk has not been maximized, so all factors, both contact factors, resource factors, disposal factors, and bureaucratic factors, need to be assisted. Keywords: smoking area, high school, policy Correspondence: Yeny Kusumawati. School of Health Sciences, Satria Bhakti Nganjuk, East Java, Indonesia. Email: yenykusumawati.sbn.ngk@gmail.com. Mobile: 082244297997 DOI: https://doi.org/10.26911/the7thicph.04.01
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Palm, William J. "The Antecedents of Client Satisfaction in Product Design Consulting." In ASME 2014 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/imece2014-39257.

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Product design consulting has been promoted as an open innovation strategy but project outcomes vary widely and the causes of this variation are not well understood. Because client satisfaction is both a holistic, overarching measure of consulting project success and an under-studied one, this paper derives a model explaining it in terms of project performance and value, working relationship quality, and the client’s experience with design consulting and reason for outsourcing the project. The model is tested using quantitative survey data from 97 consulting projects, and explains 73% of the observed variation in client satisfaction. The results confirm predictions from customer satisfaction theory but challenge conventional wisdom about outsourced innovation. Although design consultancies have been widely portrayed as “creativity experts,” clients outsourcing to obtain an original perspective had lower satisfaction than those outsourcing for other reasons. The consultancies were much more effective at rapid innovation, developing familiar products far more quickly than bureaucratic organizations and inexperienced start-ups can.
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Grandinete, Isabella C., Tatiane G. de Sousa, and Maria Carolina G. O. Brandstetter. "Maturidade da cultura de segurança no trabalho: aplicação do modelo de hudson." In XI SIMPÓSIO BRASILEIRO DE GESTÃO E ECONOMIA DA CONSTRUÇÃO. Antac, 2021. http://dx.doi.org/10.46421/sibragec.v11i00.70.

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This study aims to contribute to an improvement in the management of workers health and safety. Through a bibliographical review the work brings several concepts about safety culture at work, showing that there is still a consensus among the scholars about the subject and showing the importance of understanding the same for organizations success. It sought to analyze the maturity degree of work safety culture in a construction company in Goiânia, through application of a questionnaire based on Hudson’s model. The model is an important managerial tool, because it can define in which of the five stages (pathological, reactive, bureaucratic, proactive and sustainable) the company finds itself, through the way it treats the following factors: information, organizational learning, involvement, communication and commitment. The result of this research demonstrated that both the workers and the administrative team attribute to the organization a transition between the proactive and sustainable stage, but most of it is allocated in the sustainable stage, considered the ideal stage. Safety culture is of paramount importance for improving the well-being of workers towards the work environment, as it contributes to reduction of risks and accidents, requiring a greater investment in this area, either through new studies and research or by the entrepreneurs' awareness.
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Salehi, Vahid, Jihad Taha, and Shirui Wang. "Application of Munich Agile Concept for MBSE by Means of Automated Valet Parking Functions and the 3D Environment-Data." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22040.

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Abstract In today’s complex world of development of functions for automating Driving Systems (ADS), methods, tools, systems and new approaches are necessary for a seamless application. Furthermore, it is important to apply new technics of simulation and visualization (Digital Twin) for the new ADS functions. To prototype and to test these functions in a physical manner is not only a costly and complex effort but also encounters legal and bureaucratic obstacles. The importance of simulation is very high. For that reason, this paper and corresponding research project will develop a consistent traceable System Engineering approach of autonomous driving functions and its environment based on Munich Agile Concept for Model-Based-Systems-Engineering (MBSE). MBSE is based on three important core pillar which is 1) Methods/Processes, 2) Language and 3) Systems. The purpose of the new developed Munich Agile Concept Approach is to handle the complexity over the entire ADS feature development from the system requirement definition process up to the test and validation of the system. The Munich Agile Concept contains six different levels which are System Requirement-, System Functional-, System Architecture-, System Validation-, System Test and the System-Usage-Level. For defining the first three-level, a graphical language called System Modelling Language (SysML) has been applied.
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"Strategic Approach to the Formation of a Healthy Lifestyle System in the Conditions of the Far North (on the Example of the Yamalo-Nenets Autonomous Okrug)." In XII Ural Demographic Forum “Paradigms and models of demographic development”. Institute of Economics of the Ural Branch of the Russian Academy of Sciences, 2021. http://dx.doi.org/10.17059/udf-2021-2-12.

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The article deals with the problems of forming a healthy lifestyle system in the Yamal-Nenets Autonomous Okrug. This region is characterised by climatic conditions of the Far North, poor quality of infrastructure, supply problems in the absence of its own agriculture and long transportation. The strategic programmes of the region are focused on increasing the active longevity of people and the formation of a healthy lifestyle. Significant problems in the implementation of regional programmes due to specific conditions are described. The project execution in the region is hampered by the problems of budget formation, the complexity of organising coordinated interaction between various departments and involved business structures, the lack of specialists and special diagnostic equipment, excessive bureaucratic procedures.
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Voropaev, Mikhail. "Aberrations Of Post-Bureaucratic Models Of Education Reform In Russia." In II International Scientific and Practical Conference "Individual and Society in the Modern Geopolitical Environment" Conference. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.12.04.111.

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Reports on the topic "Bureaucratic model"

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Bassett, Leslie. Struggling for Change: Applying the Bureaucratic Model to U.S. Policy Toward Cuba. Fort Belvoir, VA: Defense Technical Information Center, December 1998. http://dx.doi.org/10.21236/ada442445.

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Cilliers, Jacobus, Eric Dunford, and James Habyarimana. What Do Local Government Education Managers Do to Boost Learning Outcomes? Research on Improving Systems of Education (RISE), March 2021. http://dx.doi.org/10.35489/bsg-rise-wp_2021/064.

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Decentralization reforms have shifted responsibility for public service delivery to local government, yet little is known about how their management practices or behavior shape performance. We conducted a comprehensive management survey of mid-level education bureaucrats and their staff in every district in Tanzania, and employ flexible machine learning techniques to identify important management practices associated with learning outcomes. We find that management practices explain 10 percent of variation in a district's exam performance. The three management practices most predictive of performance are: i) the frequency of school visits; ii) school and teacher incentives administered by the district manager; and iii) performance review of staff. Although the model is not causal, these findings suggest the importance of robust systems to motivate district staff, schools, and teachers, that include frequent monitoring of schools. They also show the importance of surveying subordinates of managers, in order to produce richer information on management practices.
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Bano, Masooda, and Zeena Oberoi. Embedding Innovation in State Systems: Lessons from Pratham in India. Research on Improving Systems of Education (RISE), December 2020. http://dx.doi.org/10.35489/bsg-rise-wp_2020/058.

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The learning crisis in many developing countries has led to searches for innovative teaching models. Adoption of innovation, however, disrupts routine and breaks institutional inertia, requiring government employees to change their way of working. Introducing and embedding innovative methods for improving learning outcomes within state institutions is thus a major challenge. For NGO-led innovation to have largescale impact, we need to understand: (1) what factors facilitate its adoption by senior bureaucracy and political elites; and (2) how to incentivise district-level field staff and school principals and teachers, who have to change their ways of working, to implement the innovation? This paper presents an ethnographic study of Pratham, one of the most influential NGOs in the domain of education in India today, which has attracted growing attention for introducing an innovative teaching methodology— Teaching at the Right Level (TaRL) – with evidence of improved learning outcomes among primary-school students and adoption by a number of states in India. The case study suggests that while a combination of factors, including evidence of success, ease of method, the presence of a committed bureaucrat, and political opportunity are key to state adoption of an innovation, exposure to ground realities, hand holding and confidence building, informal interactions, provision of new teaching resources, and using existing lines of communication are core to ensuring the co-operation of those responsible for actual implementation. The Pratham case, however, also confirms existing concerns that even when NGO-led innovations are successfully implemented at a large scale, their replication across the state and their sustainability remain a challenge. Embedding good practice takes time; the political commitment leading to adoption of an innovation is often, however, tied to an immediate political opportunity being exploited by the political elites. Thus, when political opportunity rather than a genuine political will creates space for adoption of an innovation, state support for that innovation fades away before the new ways of working can replace the old habits. In contexts where states lack political will to improve learning outcomes, NGOs can only hope to make systematic change in state systems if, as in the case of Pratham, they operate as semi-social movements with large cadres of volunteers. The network of volunteers enables them to slow down and pick up again in response to changing political contexts, instead of quitting when state actors withdraw. Involving the community itself does not automatically lead to greater political accountability. Time-bound donor-funded NGO projects aiming to introduce innovation, however large in scale, simply cannot succeed in bringing about systematic change, because embedding change in state institutions lacking political will requires years of sustained engagement.
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