Bureaucracy: Government Agencies and Why They Do It

1 Student’s Name: Bureaucracy: what government agencies do and why they do it. Introduction The current generation has drastically changed leadership ways of handling a business . Business executives have embraced the new business culture, apart from the importa...

1 Student’s Name: Bureaucracy: what government agencies do and why they do it. Introduction The current generation has drastically changed leadership ways of handling a business . Business executives have embraced the new business culture, apart from the importance of tasks and mission . They indicate that precisely figuring out ways to define a task and motivate workers to perform those tasks is the most appropriate organizational culture. Their definition of organizational culture forces them to get preoc cupied with the evading unpredictable political environment, conflict -ridden, and managers in the middle level of the government. However, more energy is placed by the government executive, who spends more time handling external constituencies than the org anizational executives. This brings us back to a community full of private and government bureaucracies. Determining the differences and capabilities of private and government bureaucracies is essential . All of these sectors present leaders with certain qu alities and styles of leadership. Organizations France was attacked by the amy group A. The Germans had great success in the war. Wilson takes the opportunity to explain precisely the behavior of the government bureaucracy. He perceives that no traditiona l organization nor economic theory has been able to address these issues to his satisfaction. For a better explanation, he compares the government agencies and the private sector , which seem to be doing well. Wilson divides his book into six sections: orga nization, operators, managers, executives, context, and change. From this structure, Wilson addressed the government agencies from bottom to top. This included the individuals working in the bureaucracy, the beliefs they contained, and the circumstances th ey were forced to work under (Wilson, 2001) . The courts, the president, and the congress were on top of the structure . At each level indicated above, he dealt with different problems, which portrayed his leadership style . Serving several masters was a problem Wilson found in the bureaucrats. He indicates that at the top of the structure, several individuals, such as a pre sident, would contain one course, and congress would have another course of action (Wilson, 2001) . In such situations, the government executives will contain conflicted ideas and responsibilities. From this problem, we can understand that the leader was tr ying to present the transformational leadership style. This is because he expressed and wanted the members on the top of the structure to model the way for the people. Modeling the way involves walking the talk and taking small wins that would have placed the bureaucrats in a better position. Wilson found that most government agencies contained no goals, unlike private enterprises. This was a significant problem for him since constraints drove these agencies. Due to this reason, these bemuse bureaucracies avoid doing things right and interfere with achieving results (Wilson, 2001) . Wilson indicates that the utilization of constraints on public policy plays a significant role in creating several statutory objectives to pursue simultaneously. Due to this reas on, government agencies work ineffectively and are hindered from offering more services as bureaucrats. The persona also precisely illustrates the transformational leadership style when addressing the challenge of const raints in government agencies. Opera tors When an agency faces these problems and constraints, the organization becomes unproductive and less successful than its private sector counterparts, who can manage and put 2 the energy and focus into individual projects. Wilson illustrates a precise ex ample by stating, “the Ford Motor Company should not have made the Edsel, but if the government had owned Ford , it would still be making Edsels” (Wilson, 2001) . This illustrates the difference between the government agencies and the private sectors regardi ng bureaucracy. An atmosphere containing the problems that the government agencies contain, scandals, and waste are common challenges that are presented. Wilson further indicates that leadership is an effective tool in creating successful government agenci es. He gives examples of agencies that have excelled due to proper leadership. These agencies include the FBI, the Army Corps of Engineers, and the Forest Service. The author indicates that creating such agencies in this century is almost impossible since political restraints have affected several government agencies. Managers and Executives Military spending was expedited by Robert S McNamara. The first year of his rule witnessed a rise of $6 billion. This was probably meant to boost the effectiveness of the military. In the book, Wilson provides two solutions for solv ing bureaucratic mors a. He indicates the need to privatize work and “ deregulate the bureaucracy ." The first proposal is an action that has been conducted before. Studies indicate that private firms have proven more effective in supplying goods and services than government agencies. Due to this reason, Wilson believes that it will be effective to pri vatize as much work as possible. Several goods and services will be sold , and the agencies will become successful in several ways. However, not all agencies can undergo privatization. Their very nature might cause these. These agencies include the police f orces and the army (Wilson, 2001) . To solve this, deregulation of the bureaucracy will be effective. This will be helpful since taxpayers, who are citizens, will benefit when the agencies are successful and effective. During the process of deregulation of the agencies, it is also crucial to do away with several rules that play a significant role in threatening to drown the employees belonging to the government. He also presents several guidelines, such as the elimination of essential restraints and judging organizations by the results they produce. These guidelines provide more effective government agencies that can compete with other private sectors. Context and Change While solving all these problems and issuing ad vice, James Wilson could portray several leadership styles. It is entirely true that Wilson was a leader. Leadership is “the process of influencing organizational members to use their energies willingly and appropriately to facilitate the achievement of the department’s goals .” The author presen ts leadership styles such as Hersey and Blanchard. This is where several situational variables are essential to leadership. This is precisely seen when Wilson takes the initiative to demand reasonable superiors who contain innovation and excellent leadersh ip skills in government agencies. He also demands that organizations avoid constraints that hinder them from performing effectively. Another leadership style that Wilson demonstrated in his writing was the downs leadership style. He portrayed advocacy beha vior illustrated by the argument of promoting everything under his jurisdiction. Even though he did not make and implement the changes, he could provide information rarely provided by any public administrator. In conclusion, the information laid down by J ames Wilson is pretty significant for any government agency. He was able to address the challenges these agencies face and also offered several solutions. When airing out his opinion through writing, he displayed several leadership styles, such as the tran sformational leadership style, the leadership style in a bureaucratic structure, and the Hersey and Blanchard leadership style. These styles have helped James offer wise and useful advice to government agencies. 3 Reference Wilson, J. Q. (2001). Bureaucracy: what government agencies do and why they do it. Basic Books.