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Are programme resources related to organizational change?
Author(s) -
DAVIES PHILLIP L.,
ROSE RICHARD
Publication year - 1988
Publication title -
european journal of political research
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.267
H-Index - 95
eISSN - 1475-6765
pISSN - 0304-4130
DOI - 10.1111/j.1475-6765.1988.tb00142.x
Subject(s) - dominance (genetics) , inefficiency , politics , service delivery framework , service (business) , organizational change , economics , empirical evidence , government (linguistics) , business , public relations , public administration , marketing , political science , market economy , biochemistry , chemistry , philosophy , linguistics , epistemology , law , gene
. This article joins two public policy approaches often employed separately: the analysis of changes in programme expenditure, and of organizational change. The first section reviews a series of alternative propositions about their relationship: organizations constricting programme innovation, or promoting efficiency or inefficiency; programme changes causing fission or fusion in organizations; increasing programme expenditure by replicating service delivery units rather than re‐organization; and the place of symbolic and ad hoc political priorities. After considering problems of analyzing programme and organizational changes empirically, the article examines changes since 1945 in two major policy areas of British government, health and social security, and trade and industry. The empirical evidence emphasizes the dominance of political priorities, symbolic as well as programmatic: the capacity of organizations to grow at the base, by replicating service delivery units while formally remaining unchanged at the top, and of organizations growing at the top, by formal re‐organization, while programme budgets and service delivery units are unaffected by symbolic reshuffling.