The Discussion of Factors Affecting Middle Level Managers' Policy Implementation in Taipei City Government
| Autor: | Chin-Ming Cheng, 鄭進明 |
|---|---|
| Rok vydání: | 2004 |
| Druh dokumentu: | 學位論文 ; thesis |
| Popis: | 92 A Research on the Factors Influencing the Middle-level Executives on the Administration Implementation in Taipei City Government Student:Chin-Ming Cheng Advisor:Yu-Ying Kuo Shih Hsin University Department of Public Policy and Management Abstract Because of the influence of Western management thought, organization members are classified as “supervisors” and “those who being supervised”─that refers separately to high-level executives (who are responsible for policy making) and basic-level supervised officers (who are in charge of policy implementation). However, “middle-level executives” are ignored. They are on one hand supervisors and are on the other hand those who being supervised. Besides, the success or failure of policy implementation is used to being totally attributed to “high-level executives”. Less interest is taken in the influence of middle-level executives and the factors confronted by them during the implementing process. This study adapts four variables from the policy implementation model proposed by George C. Edwards: “communication”, “resources”, “attitude tendency”, “bureaucracy”, adding “organization culture” and “administrative leadership” as the research framework to discuss the factors influencing middle-level executives on policy implementation in government divisions. The objects of the study are the incumbent middle-level executives (including division chiefs, section leaders, and office directors) in the first-level agencies of Taipei City Government. The results of this research are summarized as follows: 1. The communication between commissioners and middle-level executives is relatively rare and weak, while the effective communication lies in adequate interaction between them. 2. The interaction between middle-level executives and non-governmental organizations is also rare and weak. It needs great efforts to improve in order to utilize social resources properly. 3. The concern paid by commissioners during the implementing process and the immediate praise and encouragement by them after the completion of assignments influences the satisfaction about tasks of middle-level executives. 4. The opinions of accounting divisions influence the implementation of tasks of middle-level executives with a considerable extent. 5. The less seniority middle-level executives have, the more they identified with the organization culture. Male middle-level executives are comparatively more highly identified with organization culture than female middle-level executives. 6. The control of the “critical details” during the implementation of tasks by commissioners is relatively low and weak. 7. The leadership effectiveness of commissioners transferred from administrative officers is comparatively more prominent and is more satisfactory to middle-level executives. 8. Middle-level executives approve that they play an important role in the municipal government with a considerable extent. 【Key Words】policy implementation, middle-level executives, organization culture, administrative leadership, critical details |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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