Phases of recognition and management of financial crisis in public organizations |
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| Authors: | L R Jones |
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| Institution: | The author is visiting associate profw, or, Faculty of Commerce and Business Administration, University of British Columbia, and associate professor, University of Oregon. This paper was delivered to the 1983 annual conference of the Institute of Public Administration of Canada, Regina. Saskatchewan, August 31, 1983. |
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| Abstract: | Abstract: This article provides a model of the manner in which public organizations recognize and attempt to manage financial crises and prolonged financial stress. It presents some cutback management options and provides an approach for assessing the severity of financial crises. Issues and management approaches discussed include program reduction and termination costs and benefits, organizational planning, evaluation and decision participation, centralization of decision-making and improvement of public sector marketing. Among the conclusions drawn are that (a) greater investment in market research and marketing is needed in the public sector; (b) management of financial crises must take into account the rigidities arid constraints which characterize bureaucratic organizations; and (c) inability to adapt to environmental change aid new social conditions reduces the probability of survival for public agencies. Sommaire: Cet article fournit un modèle de la façon dont les organismes publics admettent l'esistence de crises financières oil de contraitites inonétaires prolongées et essaierit d'y faire face. Il présente certaines options de retranchement ainsi qu'une approche permettant d'évaiuer la gravité des crises financières. Les problèmes et les concepts de gestion envisagés incluent l'analyse coût-bénéfice de la réduction et de l'annulation des programmes, la planification organisationnelle, l'évaluation et la décision participative, la centralisation de la prise de décision et l'amélioration du marketing. Parmi les conclusions qu'en tire l'auteur, citons le hesoin d'un plus grand investissement dans la recherche et le marketing pour le secteur public, la nécessité de traiter et de gérer les crises financières en fonction des rigidités et des contraintes qui caractérisent les organisations bureaucratiques et, finalement, la conscience que l'incapacitéà s'adapter aux changements de l'environnement et aux nouvelles conditions sociales réduit les chances de survie de ces organismes publics |
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