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Manging state government operations: Changing visions of staff agencies

Author

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  • Michael Barzelay

    (Associate Professor of Public Policy at the John F. Kennedy School of Government, Harvard University)

  • Babak J. Armajani

    (Deputy Commissioner of Revenue for the state of Minnesota)

Abstract

Centralized staff agencies embody the early 20th century bureaucratic reform vision of good government. The behavior of these agencies, as well as the conception of administration contained in the bureaucratic reform vision, are often criticized. Feasible alternative conceptions of staff-line-overseer relations are only beginning to emerge through the contextual development of public management ideas and incremental innovation. This article draws on experience in Minnesota state government in order to formulate a “post-bureaucratic” conception of staff-line-overseer relations. In addition, strategies embedding this conception in the practice of the purchasing, staffing, information policy, and internal service functions are briefly explored.

Suggested Citation

  • Michael Barzelay & Babak J. Armajani, 1990. "Manging state government operations: Changing visions of staff agencies," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 9(3), pages 307-338.
    • Handle: RePEc:wly:jpamgt:v:9:y:1990:i:3:p:307-338
    DOI: 10.2307/3325279
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    Cited by:

    1. Nunberg, Barbara, 1992. "Managing the civil service : what LDCs can learn from developed country reforms," Policy Research Working Paper Series 945, The World Bank.
    2. Paul, Samuel, 1994. "Does voice matter? : for public accountability, yes," Policy Research Working Paper Series 1388, The World Bank.
    3. Richard F. Elmore & Michael Barzelay & Linda Kaboolian, 1990. "Structural metaphors and public management education," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 9(4), pages 599-610.

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