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Decision making in public welfare: scientific management meets organized anarchy
Abstract
A researcher used a hybrid survey-case study design to examine the effects of uncertainty on choice behavior in a public welfare agency. The organizational context of uncertainty is documented, thereby establishing the suitability of the organized anarchy model. Observation of independent variables and outcomes of fifty choice situations produced findings contrary to one of the model's central tenets: that under conditions of high uncertainty, choices are made more often by avoidance or oversight, rather than through rational resolution. A secondary analysis revealed considerable use of bogus rationality in the form of resolutions that were never implemented. (Journal abstract, edited.)
Journal
(1985)
vol9
no1
pages23-33
Categories
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Nonprofit Organizations (Theory)
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Organizational Theory
