By Christopher Pollitt, Colin Talbot, Janice Caulfield, Amanda Smullen (auth.)

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As we will see, it all depends. This is not mealy-mouthed academic equivocation – ‘on the other hand X, but on the other hand Y’. Real agencies carrying out real tasks in real countries are far more complex than this simple normative model suggests. ). g. the United States, Sweden). Indeed, we will find examples in our cases of where agency-type changes have brought about a reduction in the degree of organizational separation of some functions and tasks. g. United Kingdom, Tanzania, Latvia). g.

2001). ) and how much for contract management purposes. The Government Performance and Results Act (GPRA) in the United States represents just such a mixed system – part performance contracting, part public accountability system, part strategic steering mechanism. The fact that performance systems are often dissociated from other organizational systems, including quasi-contractual arrangements (Talbot, 1996), makes it even more difficult in such cases to see what the actual function of performance information may be.

G. g. 2 Types of agency by task/work characteristics Source: Derived from Wilson, 1989, pp. 158–71. For procedural organizations, however: If the manager cannot justify on the grounds of results leaving operators alone to run things as they see fit, the manager will have to convince political superiors that the rules governing government work are being faithfully followed. (Wilson, 1989, p. 164) In this type of organization Standard Operating Procedures (SOPs) therefore become of great importance.

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