James Q Wilson's matrix of types of government organizations:
|
|
Outputs are visible to outside observer |
are invisible to observer |
| Outcomes are Easily measured | production organization (tax system) simple repetitive stable tasks; specialized skills | craft organization (Auditors, Attorney General, Forest Service) application of general sets of skills to unique tasks, but with stable, similar outcomes. Relies heavily on ethos and sense of duty of workers. |
Not easily measured | procedural organizations (military) specialized skills; stable tasks, but unique outcomes. SOPs are especially important | coping organization (colleges, police departments) application of generic skills to unique tasks, but outcomes cannot be evaluated in absence of alternatives. Strong incentive to focus on outputs instead of outcomes. |
Mythical numbers:
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