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Finding an Alternative to Bureaucratic Models of Organization in the Public Sector

Author

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  • Marie McHugh
  • Geraldine O'Brien
  • Joop Ramondt

Abstract

Demands for enhanced levels of efficiency and effectiveness have caused many to question traditional bureaucratic forms in public sector organizations. Team-based structures have been cited as an attractive alternative, perceived as facilitating the necessary levels of flexibility, innovation and responsiveness. Through the case of one Next Steps agency, the authors explore the difficulties encountered by rigid bureaucracies in their attempts to introduce team-working. It is argued that cultural change must act as a pivot for movement towards structural change, embodying all of the perceived positive aspects of team-working within public sector organizations. This will, in turn, facilitate the achievement of desired performance outcomes.

Suggested Citation

  • Marie McHugh & Geraldine O'Brien & Joop Ramondt, 2001. "Finding an Alternative to Bureaucratic Models of Organization in the Public Sector," Public Money & Management, Taylor & Francis Journals, vol. 21(1), pages 35-42, January.
    • Handle: RePEc:taf:pubmmg:v:21:y:2001:i:1:p:35-42
    DOI: 10.1111/1467-9302.00246
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    Cited by:

    1. Ian Scott, 2021. "Context and innovation in traditional bureaucracies: A Hong Kong study," Public Administration & Development, Blackwell Publishing, vol. 41(1), pages 12-22, February.
    2. Geimer, Jennifer L. & Leach, Desmond J. & DeSimone, Justin A. & Rogelberg, Steven G. & Warr, Peter B., 2015. "Meetings at work: Perceived effectiveness and recommended improvements," Journal of Business Research, Elsevier, vol. 68(9), pages 2015-2026.
    3. Dean F. Eitel, 2004. "The Dynamics of Chronic Failure: A Longitudinal Study," Public Money & Management, Taylor & Francis Journals, vol. 24(4), pages 243-250, August.

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