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

Marie McHugh, Geraldine O'Brien and Joop Ramondt

Public Money & Management, 2001, vol. 21, issue 1, 35-42

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.

Date: 2001
References: Add references at CitEc
Citations: View citations in EconPapers (3)

Downloads: (external link)
http://hdl.handle.net/10.1111/1467-9302.00246 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:pubmmg:v:21:y:2001:i:1:p:35-42

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/RPMM20

DOI: 10.1111/1467-9302.00246

Access Statistics for this article

Public Money & Management is currently edited by Michaela Lavender

More articles in Public Money & Management from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().