Your Search Results

Use this resource - and many more! - in your textbook!

AcademicPub holds over eight million pieces of educational content for you to mix-and-match your way.

Experience the freedom of customizing your course pack with AcademicPub!
Not an educator but still interested in using this content? No problem! Visit our provider's page to contact the publisher and get permission directly.

From Bureaucracy to Hyperarchy in Netcentric and Quick Learning Organizations: Exploring Future Public Management Practice

By: Lawrence R. Jones; Fred Thompson;

2007 / Information Age Publishing / 9781607525875

Description

This book focuses on the inherent contradiction between bureaucracy, hierarchy, and the vision inspired by the architecture of modern information technology of a more egalitarian culture in public organizations. We agree with Evans and Wurster and others who have argued that, in the future, knowledge-based productive relationships will be designed around fluid, teambased collaborative communities, either within organizations (i.e., deconstructed value chains), or in collaborative alliances such as those with "amorphous and permeable corporate boundaries characteristic of companies in the Silicon Valley" that is, deconstructed supply chains. In such relationships everyone can communicate richly with everyone else on the basis of shared standards and, like the Internet itself, these relationships will eliminate the need to channel information, thereby eliminating the trade-off between information bandwidth and connectivity. "The possibility (or the threat) of random access and information symmetry," they conclude, "will destroy all hierarchies, whether of logic or power."

Chapters:

  • Contents
  • Preface and Acknowledgments
  • Ch 1: Understanding Public Management as anInternational Academic Field
  • Ch 2: The Evolution of Public Management Reform Practice
  • Ch 3: Assessing Public Management Reform in anInternational Context: Performance Measurement,Managing for Results and Fiscal Devolution
  • Ch 4: Phases of Organizational Transformation and Restructuring
  • Ch 5: Changing Processes: What Works, What Does Not, and Why?
  • Ch 6: Implementing the Continuous Learning Cycleto Improve Strategic Planning and Organizational Productivity
  • Ch 7: Matching Institutional Structure to Strategic Planningand Positioning
  • Ch 8: Creating the Quick Learning Organization in Government
  • Ch 9: Moving From Bureaucracy to Hyperarchy and Netcentricity:Enabling the Quick Learning Organization UsingIT and Modern Technology
  • References