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IMPLEMENTING POLICY‐A BUREAUCRATIC POWER PERSPECTIVE
Author(s) -
Marshall Neil
Publication year - 1986
Publication title -
australian journal of public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 41
eISSN - 1467-8500
pISSN - 0313-6647
DOI - 10.1111/j.1467-8500.1986.tb01035.x
Subject(s) - bureaucracy , context (archaeology) , power (physics) , public sector , government (linguistics) , perspective (graphical) , position (finance) , control (management) , public policy , work (physics) , public relations , task (project management) , business , political science , economics , management , computer science , politics , engineering , mechanical engineering , paleontology , linguistics , philosophy , physics , finance , quantum mechanics , artificial intelligence , law , biology
This paper argues that theories of organisational power which are based on the concepts of dependence and uncertainty may constitute a useful approach for explaining the manner in which government policies come to be implemented. In the intra‐organisational context, studies by Crozier and Hickson demonstrate that subgroups which can control sources of uncertainty and create dependencies rise to positions of relative power within the organisation and may use this position to bargain for increased organisational rewards. Subgroups within public sector organisations that achieve power in these terms may, as their organisational reward, seek to impose particular values on policy programs carried out by the organisation as a whole. Activities in the inter‐organisational context may be viewed from a similar perspective. The work of J. D. Thompson indicates that organisations can possess positions of power relative to other organisations in their task environment. In the public sector such power may be used to influence the policy programs of dependent departments. The paper then suggests that in the public sector intra‐ and inter‐organisational theories of power may be combined to explain how subgroups can evolve into organisations in their own right and, in so doing, succeed in considerably changing the stated direction of government policy. To show how such a situation can occur, a case study of the evolution of Queensland's institutes of technology is included. The paper concludes that theories of organisational power can be of value to policy implementation theorists but require some modification to accommodate the particular characteristics of the public sector environment.