This thesis looks at policy formulation in a Revenue Office over the nine-year period, from 1984 to 1993. It presents a case study that is based on actual events; but, because of the difficulties in reporting on the events in a large organisation without the possible influence of some staff, particularly senior management, it was decided to change the names of the organisation, the people and policies. The thesis is based on an examination of a number of policy initiatives that were 'quilted' together. Its focus is not on the contents of the policies or primarily on their economic success, but on the bureaucratic and stakeholder processes involved in their formulation. The purpose of the thesis is to provide a way of understanding events in organisations that are portrayed or categorised by research as policy formulation. Policy formulation is considered to be a core process in organisations, but it is still poorly understood or explained by current models, particularly those based on a rationalistic view of the world. Many of these models have their roots in economic theory and rationality, which promotes the idea that policy is a fundamental and almost inevitable part of organisation goal attainment. These ideas permeate and structure the theory and depiction of organisations and, hence, the way we understand the nature of the social actions and interactions supporting policy formulation. The thesis rejects the assertion that organisations move in a consistently calculated and logical direction based on goal setting and developing policies to meet objectives. An alternative view is proposed: that policy formulation must be understood within the phenomenon of an organisation where people enact a particular form of social reality. Under this model organisations are created and maintained by social processes that are continually executed by people. In this context, individuals and groups use processes of negotiation and power to manipulate and re-define the meanings attributed to problems and solutions to maintain a perception of consistent and coordinated change and goal attainment in policy formulation. This social practice is an attempt to define reality and maintain legitimacy for the policy changes. Thus, the emphasis is on social processes rather than outcomes, thereby focusing on the development and maintenance of perceptions of problems and solutions. This thesis analyses policy formulation as a distinctive kind of social practice using a case study of policy developments in a revenue office, as a means of explaining the basic nature of ongoing corporate life. The case study explores the way that core revenue office policies, proposed as 'logical' change, were formulated by individuals and groups who constantly used 'legitimising' management models and principles, agenda management, and bargaining and power processes to negotiate, influence, modify and manipulate the perceptions of change. The aim is to explain how policy options were generated in the 'Charisma period', to examine their origins and how they were acted upon, and to develop a set of summary concepts that might be used to understand policy development behaviours. / Master of Commerce (Hons)
| Identifer | oai:union.ndltd.org:ADTP/181950 |
| Date | January 2001 |
| Creators | McNamara, Michael, University of Western Sydney, College of Law and Business, School of Management |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Source | THESIS_CLAB_MAN_MCNamara_M.xml |
Page generated in 0.0022 seconds