Chapter 11 – Andringa (2015), stated that the combination of these phenomena leads to a formal definition – the Bureaucratic Dynamic – this is where the prevalence of coercive formalization scales with what the author refers to as “institutional ignorance” – a measure of how well workers understand the consequences of their own actions both within the organization as well as the wider society…
Q1: The author argue that most people may agree with the notion that “All human activities benefit from some form of formalization, and that formalization allows automating routine tasks, to agree on how to collaborate, determine when and how tasks should be executed, and when they are finished.” The author offers key reason(s) why procedures should not be changed too often.
- what are those reasons?
- provide a brief narrative “why procedures should not be changed too often” to support your response,
- provide substantive feedback to three of your colleagues’ DF work,
- DO NOT Copy and Paste Responses Directly from the textbooks and any other digital Internet sources, it’s Verbatim!
- 1.25 points earned for correctly addressing ALL of the above.
4403WK7B: Chapter Discussion Forum. 
Q2: Moore (2000) identifies that Public Value Management as an emerging new management paradigm that is not so much a response to an existing paradigm but a formulation of the role of nonprofits in modern society (Stoker 2006). In view of both the authors, Moore (2000) and Stoker (2006), public value management is a succinctly formulated public value scorecard in which an organization should target to balance three components: What are these components?
- identify and name the three components?
- provide a brief narrative for each to support your response,
- provide substantive feedback to three of your colleagues’ DF work,
- DO NOT Copy and Paste Responses Directly from the textbooks and any other digital Internet sources, it’s Verbatim!
- 1.25 points earned for correctly addressing ALL of the above.