1. Apr. 9 Bureaucracy and Network Effectiveness Review what the term “bureaucracy” (also referred to as “hierarchy”) means. Typical characteristics of this organization form (as an “ideal type”): Official jurisdiction Hierarchy “the files” (or the record) Rational basis for action (attempt to) coordinate (attempt to) standardize (attempt to establish) unity of command Some questions related to the above Is an organization chart an accurate map of information flow? What’s the difference between bureaucratic procedures and routines? Which is more relevant to an institutional view of bureaucracy? [why the parentheses () in some of the above?] Are the terms “mutual adjustment” and “uncertainty absorption” consistent with (Weber’s or Taylor’s) classical ideas of bureaucratic form? Why or why not? Who was Taylor and how did he fit in? How are his ideas relevant to computerized organizations (or at least their “promise?”) What are the implications of these terms for patterns for accountability in public organizations? What does the word “redux” mean (p. 60) and how is it pertinent to Fountain’s discussion of bureaucracy in the context of a book about computerized networks?

2. Apr. 9 Bureaucracy and Network Effectiveness Evaluating networks as “tricky business”—how so? (explain using Provan and Milward’s Table 1 ) Do you agree that evaluation of networks is that complicated? Network administrative organization (can you identify some?) Question: Obviously, evaluation takes place long after network creation and implementation. But assuming that P&M’s model is right, …how could it help those in the process of designing (or even proposing) creation of an inter-organizational network in response to some problem—like child abuse in a state foster care system? … How would it guide your actions as manager of a NAO? …How would it guide your actions as manager of an organization deciding whether or not to get involved in a network? Note: All the (e-reserve) articles are important —otherwise they would not have been assigned. This Provan and Milward work is especially important as the first in-depth study of how networks function. Understand it well rereading as many times as necessary.

3. Mar. 5 Bureaucratic Reasoning What’s meant by bounded rationality and satisficing: what’s the difference between “being rational and trying to be rational?” Note the various simplification strategies (all will not be discussed in class) Why are the issues of task environment, cohesion, and risk aversion important and necessary in how people think and act in public agencies? Hint: revisit Smith and Licari’s quote (last slide) Introducing the important concept of “institution” or “institutional” (roughly speaking, institution refers to the outside forces affecting a bureaucratic hierarchy plus the norms and motivations of those within it The focus on organizations as institutions derives from a sociological view of organization. This perspective is basic to these important ideas/problems in evaluating networks (later in course) Embeddedness—reasoning, behavior, and actions of organizations are constrained by social relationships (norms, motivations, expectations) within as will as those placed on them from outside (society as whole)— this would pre- empt the idea of any kind of independent, rational choice—”Where you stand depends on where you sit.” Enactment (a fundamental idea in the Fountain book) —the tendency of individuals to create the “realities” in their midst. (This suggests that people—such as bureau- crats—will force-fit new problems and situations in terms that they are familiar with and can deal comfortably with.)