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A New Social Ontology of GovernmentSources of Organizational Failure

A New Social Ontology of Government: Sources of Organizational Failure [This chapter turns to the sources of failure and dysfunction that arise within existing organizations. If organizationsorganizations were automata governed by exceptionless rules and procedures, the world we live in would be very different. All the individuals within the organizationorganizations would fulfill the assignments of their rolesroles, and the organization would function fully as designed. However, individuals are not automata, and their interests, plans, understandings, and priorities commonly diverge in various ways from the organization’s designs. The chapter considers the social realities of conflict of interest, loose coupling, principal-agent problems, and failures of communication as sources of organizational dysfunction. The chapter focuses on a key consequence of the social realities of governmentgovernment presented to this point: the fact that agenciesagencies and bureaucracies represent loosely-linkedloose coupling groups of actors who have a variety of different interests, only imperfectly subject to control by the central executive.] http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png

A New Social Ontology of GovernmentSources of Organizational Failure

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Publisher
Springer International Publishing
Copyright
© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2020
ISBN
978-3-030-48922-9
Pages
91 –109
DOI
10.1007/978-3-030-48923-6_6
Publisher site
See Chapter on Publisher Site

Abstract

[This chapter turns to the sources of failure and dysfunction that arise within existing organizations. If organizationsorganizations were automata governed by exceptionless rules and procedures, the world we live in would be very different. All the individuals within the organizationorganizations would fulfill the assignments of their rolesroles, and the organization would function fully as designed. However, individuals are not automata, and their interests, plans, understandings, and priorities commonly diverge in various ways from the organization’s designs. The chapter considers the social realities of conflict of interest, loose coupling, principal-agent problems, and failures of communication as sources of organizational dysfunction. The chapter focuses on a key consequence of the social realities of governmentgovernment presented to this point: the fact that agenciesagencies and bureaucracies represent loosely-linkedloose coupling groups of actors who have a variety of different interests, only imperfectly subject to control by the central executive.]

Published: Jul 8, 2020

Keywords: Compliance; Conflict of interest; Corruption; Dysfunction; Loose coupling; Principal-agent problem

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