The Impact Of Organizational Activity On The Performance Of A Large Scale Organization Like The State And Its Patterns Of Response

According to Morgan he describes how organizations “are designed like machines, and their employees are in essence expected to behave as if they were parts of the machine” (Morgan, 13). Organizations that are “designed and operated as if they were machines are … usually called bureaucracies” (Morgan, 13). One of the benefits of having a bureaucracy is that it allows employees to work on one key function of the organization. It can enhance the organization’s internal controls and safeguard its assets by making people responsible to depend on others in order to carry out a specific

The challenges of the 21st century government demands more than modern policy tools and administrative approaches. As in the book, the demand for new leadership by elected officials is increasing to change old government policies. In the minds of elected officials it’s unreasonable to promise more than they can deliver especially in areas like homeland security. It’s unlikely for officials to demand accountability from administrators because they can be creating obstacles as

When various agencies are working together, it is important to follow the setup protocol to not inflict on agencies responsibilities, accountability, and or authority. The accountability includes incident action plans, unity of command, check-ins, span of control, resource tracking and more (Department of Homeland Security, 2004). It is important that each agency respect their rules and authority.

The types of bureaucracies that I typically encounter in my workweek is, the Oregon National Guard (ORNG), which is Oregon’s State Militia, under command and control of the state of Oregon Governor. Others include state organizations such as Oregon Department of Emergency Management (OEM), Oregon Department of Health Authority (OHA), and Oregon Department of Forestry (ODF). These four organizations operate independently from each other, nonetheless are tied together during times of a State of Emergency, when called upon by the Governor with the same goal, which is to save human lives, prevent human suffering, and mitigate great property damage. Each organization has a hierarchy established, which the highest level being the Governor of Oregon, followed by the Adjutant General, who has a dual role, as the Governor’s Homeland Security Advisor, and the Commander of the Oregon Army and Air National Guard. Other hierarchy members are comprised of department heads that were either, selected by governing bodies or appointed

All of us like miners in Centralia No. 5, rely throughout our lives on the immovable juggernaut of impersonal administrative systems” (Stillman 30). It seems that most people as a whole have absent mindedly become too dependent on something as abstract and complicated as public administration. It seems to be public administration and its official’s responsibility to handle any concern in the community as well as make everything flow smoothly.

In this paper examples of two different types of organisations were presented and their response to a natural disaster illustrates how sometimes Risk Management processes are not enough to save an organisation from unforeseen adversities. The disaster at Fukushima Daiichi is the second worst nuclear accident in history (Qiang, Xi, Xu, Chong 2013). Even though arguably it could have been avoided, it led to a near universal loss of faith in nuclear energy.

Selective application of the framework’s structures and procedures is also possible to account for differing factors in incidents and the resources available. Partnerships between government agencies at the local and federal level, private sector entities, communities and individuals become of the utmost importance in this design. They all play a key part, with each entity’s roles and responsibilities supplementing the group effort in realizing the mission. This system also allows for the development of a unified command. With the integration of all levels of the community, maintaining coordination and cohesion is also necessary. One command would permit for concentrated effort and proper allocation of skills and resources towards the common goal (National Response Framework Second Edition,

Ever since the September 11, 2001 attacks on the World Trade Centers and the Pentagon, the government took time in order to do an After Actions Review (AAR) on what occurred, what caused it, what actions were taken, and what can be done in order to correct the mistakes that took place? One of the issues that occurred was all of the agencies and private sectors failure to have a plan/template to use in case of a crisis occurring. After the Gilmore Commission put out their report on the lessons learned from September 11, 2001, in 2003, the government created the National Incident Management System to facilitate this issue (Walsh, 2012, p.3-4).

This solution can be carried out by the government with the implementations of effective protocols; however, it is inefficient in that it requires a significant investment of time, money, and resources.

Recognition of the highly networked nature of the current federal computing environment while providing effective oversight of information security risks, including management of security efforts throughout the civilian, national security, and law enforcement communities.

The purpose of this paper is to define and explain the bureaucratic organization listing the characteristics and identifying the main principles. In addition to define an agile organization listing the characteristics and identifying and listing the nine steps of management by objectives. Also listing the advantages and disadvantages of both the bureaucratic and agile organizations. This information is imperative to the police department. Decisions will be made as to the type of organization is the best choice for our department.

The basics of administrative responsibilities involved several significant standards 1) Responsiveness- how rapidly an organization /agency responds to variations. The degree of responsiveness mandated the awareness of focus groups, surveys, and soliciting information about public gatherings 2) Fairness - safeguarded from the denial of life, liberty or property by the government. Flexibility – the capability to adapt to unanticipated circumstances 3) Honesty- lack of deceitfulness. People working together in an occupation have the propensity to trust one another because they shadow similar ethical beliefs. By contrast, people that do not trust others eventually collaborated with a system of formal rules 4) Corruption implicated the abuse of

Concerning the negative aspects of organizational changes, often politics may play a prominent role, which in turn can be chaotic. In this particular instance, especially, elected officials, or any other person in an organization that is being influenced by a third party, or when politician’s accepting money from corporations, or donation from the lobbyist for that matter. Besides, as this is the world we live in; people often go to an organization or business with the

You work as an external consultant specializing in understanding how internal politics impact organizational effectiveness. Recently, you 've been contracted to diagnose the political culture of a Health Maintenance Organization (HMO) operating medical clinics and hospitals throughout Minnesota. Using Bolman & Deal 's political frame describe (in paragraph form) what you will seek to learn regarding the organization 's political culture.

Americans depend on government bureaucracies to accomplish most of what we expect from government, and we are oftentimes critical of a bureaucracy’s handling of its responsibilities. Bureaucracy is essential for carrying out the tasks of government. As government bureaucracies grew in the twentieth century, new management techniques sought to promote greater efficiency. The reorganization of the government to create the Department of Homeland Security and the Bush administration’s simultaneous push to contract out jobs to private employers raises the question as to whether the government or the private sector can best manage our national security. Ironically, the criticism of the bureaucracy may be a product