What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Demystifying Social Statistics

La performance s'impose aujourd'hui dans le secteur public. Neanmoins le contenu que recouvre la notion reste sujet a debat. L'objectif de cette recherche est de comprendre comment les responsables publics prennent en charge concretement le devoir de performance. Il s'agit de decrire a la fois les conceptions qu'ils s'en font et d'identifier les outils de gestion censes y conduire. Pour atteindre cet objectif, la recherche se concentre sur les etablissements publics de cooperation intercommunale (EPCI) a fiscalite propre institues depuis 1999. Ces organisations ont recupere les principales competences traditionnellement devolues aux communes, dans le but d'en optimiser la gestion et de realiser des economies d'echelle. Elles constituent de ce fait le lieu privilegie pour l'ewtude du management de la performance dans le secteur public local. Deux etudes de cas ont ete menees, s'appuyant sur 47 entretiens semi-directifs. Elles decrivent de maniere transversale les outils de gestion utilises dans les services operationnels et fonctionnels. Ce faisant, l'architecture globale du systeme de management de la performance de l'organisation est reconstituee et permet d'identifier les valeurs centrales. Les resultats revelent que, contrairement a une idee repandue, les responsables intercommunaux ont de longue date ete confrontes a l'exigence de performance. Ils mobilisent cette experience en developpant des strategies de bricolage et d'appropriation des outils de gestion. Elles visent tant a ancrer les outils dans les pratiques qu'a soumettre au debat la normativite qu'ils vehiculent. En resultent des systemes de management de la performance fragmentaires, dont la principale mission est d'exercer les responsables a l'art du compromis entre des exigences contradictoires.

https://tel.archives-ouvertes.fr/tel-00473749/document

Le management de la performance publique locale. Etude de l'utilisation des outils de gestion dans deux organisations intercommunales.

It Ain't Necessarily So: How the Media Make and Unmake the Scientific Picture of Reality. David Murray, Joel Schwartz, and S. Robert Lichter. Lanham, MD: Rowman & Littlefield Publishers, 2001. 248 pp. $24.95 hbk. The authors of this well-written, carefully researched book target misapprehensions about reality and intend to "demystify" the news process. They provide case studies of a wide range of dubious reporting on various scientific topics, including breast cancer, AIDS, radiation risk, and global warming. It is an ambitious book in that the authors state that they hope to make readers "more discerning consumers of the news." The authors claim "news consumers" generally as their audience. The writing is clear, the case studies well selected and interesting-ones most of us can recall from recent years. They also have the stated goal of "providing a new and deeper understanding of the 'reality industry.'" And they do so, in the limited spectrum of scientific issues. The book should be of interest to social scientists, too, because the authors deal at length with the problems behind polls and the problems in reporting on polls. The book is divided into three sections: "The Ambiguity of News," "The Ambiguity of Measurement," and "The Ambiguity of Explanation." It is a useful division, which not only organizes the material for the informed reader, but also increases the accessibility and facilitates its potential for classroom use. The first part covers the process surrounding news decisions, what does and does not make it into print (the medium with which they are concerned is largely print). Part two is a primer on interpreting statistics, providing case studies of problems associated with certain phenomena, such as minorities' rejection rates for mortgages, or the difference between "reported" and "committed" crime. In part three, the authors delve into some difficult issues. They call into question the motives of researchers and activists, and do so in a way that would benefit good reporting. They conclude with a discussion of the problems that arise at the intersection of reporting, science, and policy making. Science, they note, proceeds incrementally. In contrast, policy moves by negotiation and debate, along the lines of litigation. Reporters, of course, have a greater appreciation and understanding of the policy process vs. the scientific process. And therein lies a source of problems in science reporting. The authors are to be commended for addressing the ideological issues associated with science reporting. They pointedly observe, correctly, I believe, that reporting on certain topics takes on a greater "symbolic expression of one's position in a larger moral and political landscape." Some scientific claims are burdened with attachment to political agendas. They cite AIDS research and global warming: "Accepting or rejecting a particular scientific conclusion can be read as a signal concerning what kind of person you are." Silicone implants, they note, have meanings for debate that probably will be absent in a debate about silicone chips. …

It Ain't Necessarily So: How the Media Make and Unmake the Scientific Picture of Reality

The measurement and subsequent management of organizational performance is necessary to determine whether goals and objectives are being met. The purpose of measuring performance is to help predict future action and performance based on historical data. Measuring performance helps identify areas that need management attention. On the other hand, measuring performance also highlights successful areas and accomplishments. Both are necessary to get a picture of how the organization is performing. Knowing the direction or trend in which the organization is headed is the first step in setting or correcting performance. To properly position the use of performance measurement, some general philosophical guidelines need to be developed. Every maintenance organization should have a reporting system, regardless of size or whether or not a computerized program supports the organization. The second key of developing an effective performance measurement system is performance management. The best practice approach is to manage what is measured. After reaching a planned/scheduled execution of over 90% of all maintenance hours, one should work on more long-term strategies by analyzing the following trends: backlog hours, overtimes hours, and contractors hours.

Performance Measurement and Management

This texts studies the theoretical relation between performance on the one hand and leadership, reform and measurement on the other. Three kinds of social mechanisms that explain the relationship between the aforementioned phenomena (leadership/reform/ measurement) and leadership. First, we studied mechanisms representing conventional wisdom ( x determines performance). Secondly, we looked at what we called counterintuitive mechanisms (x is a consequence of performance). Thirdly, we searched for social constructivist approaches (x as performance). All three approaches yield sensible hypotheses.

Getting to performance through leadership, reform and measurement : a theoretical exploration of some social mechanisms

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Getting to performance through leadership, reform and measurement : a theoretical exploration of some social mechanisms