The Budget‐Minimizing Bureaucrat? Empirical Evidence from the Senior Executive Service

Dolan, Julie

doi:10.1111/1540-6210.00153

Cited by 47 publications

(35 citation statements)

References 24 publications

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“…Here we distill only one critical point that can be used to develop a direct comparison between political and managerial-bureaucratic influences on performance. Research has demonstrated that on issues of concern to underrepresented racial and ethnic groups, a bureaucracy that is staffed by individuals drawn from such groups usually has values similar to those of the underrepresented groups (Dolan, 2000(Dolan, , 2002Hindera, 1993;Meier and Stewart, 1991). Bureaucrats who are representative in this way are more likely to advocate and work for the concerns of such groups.…”

Section: Representative Bureaucracymentioning

confidence: 99%

Multilevel governance and organizational performance: Investigating the political‐bureaucratic labyrinth

Meier¹,

O’Toole²,

Nicholson‐Crotty³

2003

J Policy Anal Manage

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Research on governance has extensively explored the complex interactions of governmental, nongovernmental, and for-profit entities in the execution of public policy. It has consistently failed, however, to model empirically the joint effects of political and bureaucratic actors in governance systems. To address this issue, a theory of multilevel governance built upon the foundation of representative bureaucracy was developed and tested. Results from an analysis of Texas school districts suggest that Latinos at all levels of the governance system, political and managerial, influence representation at other levels. Findings also indicate that Latinos at each level of governance have positive effects, directly and indirectly, on outcomes for Latino students. The influence of both political and managerial actors at times extends beyond the immediately adjoining level; the effects of such actors cascade through the governance system. The results show that a priority for systematic research should be the identification of approaches and settings for examining the multilevel aspect of governance. © 2004 by the Association for Public Policy Analysis and Management.

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Section: Representative Bureaucracymentioning

confidence: 99%

Multilevel governance and organizational performance: Investigating the political‐bureaucratic labyrinth

Meier¹,

O’Toole²,

Nicholson‐Crotty³

2003

J Policy Anal Manage

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“…1997; Dolan 2000Dolan , 2002Selden and Selden 2001;Thielemann and Stewart 1996)? Second, how can passive representation contribute to active representation?…”

mentioning

confidence: 99%

Race, Sex, and Clarence Thomas: Representation Change in the EEOC

Meier¹,

Pennington²,

Eller³

2005

Public Administration Review

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The theory of representative bureaucracy concerns whether bureaucracy mirrors the origins and values of the population and, if so, whether such representation makes any difference. This article extends Hindera's examination of active bureaucratic representation within the Equal Employment Opportunity Commission (EEOC) to determine the effect of introducing new goals (disability discrimination) and priorities (sexual harassment) on the EEOC's representational patterns. Using data from the late 1980s and late 1990s, we find the extent of active representation of African Americans declined. Although the EEOC is now pursuing more cases of sex discrimination, no evidence of active representation exists for women in EEOC district offices.

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“…Therefore, this observation is not a claim that agency managers are actually budget maximizers; on this, see Bowling, Cho, and Wright (2004) and Dolan (2002). Also, to emphasize this again, it does not necessarily mean that public managers cannot seek to achieve substantive normative goals.…”

Section: Notesmentioning

confidence: 99%

Public Agency External Analysis Using a Modified “Five Forces” Framework

Vining

2011

International Public Management Journal

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Strategy matters in the public sector as well as in the private sector. Michael Porter's ''five competitive forces'' (5 Forces) framework (Porter 1979;1980; is widely used by private-sector firms to analyze the external environment and specific external forces. Can public agency managers use some version of 5 Forces analysis to effectively analyze the external environments of their programs? What modifications are required for public agency use? The case is made that a version of the 5 Forces framework can be useful when appropriately modified for public agency programs. The public agency version of the 5 Forces framework that is presented specifically considers public agency goals from three perspectives: descriptive, instrumental, and normative. The descriptive focus on autonomy is laid out. Another modification to the standard framework explicitly introduces political influence as an external force. Thus, the modified framework considers and integrates both political and economic external forces. Several significant modifications to Porter's other forces are also proposed and discussed. A number of strategic implications of public program 5 Forces analysis are discussed. The modified 5 Forces framework is illustrated both in terms of autonomy (descriptive level) and social efficiency (normative perspective).

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The Budget‐Minimizing Bureaucrat? Empirical Evidence from the Senior Executive Service

Cited by 47 publications

References 24 publications

Multilevel governance and organizational performance: Investigating the political‐bureaucratic labyrinth

Multilevel governance and organizational performance: Investigating the political‐bureaucratic labyrinth

Race, Sex, and Clarence Thomas: Representation Change in the EEOC

Public Agency External Analysis Using a Modified “Five Forces” Framework

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