Essay on "Organizational Culture"

Essay 5 pages (1455 words) Sources: 2

[EXCERPT] . . . .

The differences in bureaucratic agencies will lead to different responses to challenges, crises, and opportunities.

Short Answer 1: Working Relationships between Agencies

The working relationships between various government agencies are core components of their operations, and may have a bearing on leadership and organizational structure and culture. Wilson (1991) focuses more on the straightforward functional relationships between different agencies. Their common goals will necessitate functional collaboration, coordination of resources, and information sharing. This may be evident, for example, in Defense-related working relationships or the working relationships between the various branches of the criminal justice system. Both Wilson (1991) and Gormley et al. (2012) discuss the ways working relationships are critical for crisis management. Different models of constructing working relationships will also impact overall effectiveness and delivery of services.

The working relationships formed between executives of their respective agencies will be significantly different in character, tone, and methods than the working relationships among more nebulous bodies or departments. Executives deal with face-to-face interactions and their work will be more dependent on the development of communications strategies and long-term relationship development (Wilson, 1991). Wilson (1991) also points out that agency executives will often be more externally-focused than internally-focused, which has a strong bearing on their ability to carry out relationship development goals. Gormley et al. (2012) likewise note the differences between working relationships formed and executed by the top-level managers and those between other levels of the organizational hierarchy. Differences in their levels of autonomy are also discussed in the Gormley et al. (2012) book, as well as the net measures of efficiency and success.

Both Wilson (1991) and Gormley et al. (2012) discuss the ways working relationships between agencies help them to pool resources and share information, as well as anticipate and address crises. Moreover, both books offer insight into the pitfalls agencies face as they deal with structural problems and problems related to internal organizational culture. When internal problems or inefficiencies affect external performance measures, working relationships can be significantly damaged. Crisis management remains a core function of organizational leaders, as they seek to improve the working relationships they cultivate with partners.

Short Answer 2: The Street-Level Bureaucrat

Coined by Michael Lipsky, the term "street-level bureaucracy" or "street-level bureaucrat" refers to the human resources implicated in the execution of organizational goals. Street-level bureaucrats are the individuals who most directly and closely work with the members of the public, often by interacting directly with the public as representatives of an organization. As "front-line" operators, as Gormley et al. (2012) calls them, street-level bureaucrats contend with their own set of organizational constraints and challenges. The role of the street-level bureaucrat is evident in terms of bureaucratic policies, goals, and strategies, as well as the relationship between the public and the bureaucracies that serve it.

From a public relations standpoint, the street-level bureaucrat is critical in presenting a desirable image or face to the public. Public perception depends on the behavior of the street-level bureaucrat and how the organizational culture meets the needs and expectations of voters. Moreover, street-level bureaucrats are often the only window into the agency. The general public knows only what they see when they interact with street-level bureaucrats such as law enforcement officers. Organizational effectiveness depends on aligning the behavior of front-line personnel with overall agency goals and objectives. Evidence-based practices can help improve the efficiency and effectiveness of street-level bureaucrats, as can a stronger system of centralized leadership and more efficient distribution of organizational resources.

Bonus Question

The McLaughlin & Schoenberg (2015) article in Bloomberg illustrate the ramifications of bureaucratic structures in both the government and the private sector. In particular, the article addresses government agencies like the Department of Justice, which is also dealing with an international currency manipulation scandal. Private sector bureaucracies also addressed in the article about currency manipulation include banks such as the Barclays Plc, Royal Bank of Scotland Group Plc, UBS Group AG, and also HSBC. Therefore, the article highlights some of the core concepts illustrated in both the Gormley et al. (2012) and Wilson (1991) books, specifically with regards to organizational inefficiencies in bureaucratic models.

References

Gormley, W.T. & Balla, S.J. (2012). Bureaucracy and Democracy: Accountability and Performance Washington, D.C.: Congressional Quarterly Press.

McLaughlin, D. & Schoenberg, T. (2015). U.S. may revoke settlement agreements in currency-rigging probes. Bloomberg. Retrieved online: http://www.bloomberg.com/news/articles/2015-03-17/banks-said-to-risk-old-libor-charges-in-currency-rigging-probes

Wilson, J.Q. (1991). Bureaucracy: What Government Agencies Do… READ MORE

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