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Goodluck honey!
A complex social institution which regulates potential, alleged and actual criminal activity within
limits designed to protect people from wrongful treatment and wrongful conviction. Traditionally
criminal justice actors are the police, prosecutors, the courts and prisons. But now the police are no
longer able to fight crime in all its manifestations alone. Due to 1) whole-of-government and holistic
approaches against crime, 2) societal changes and 3) the increased focus on the prevention of crime
(pre-crime), other partners are now being included such as: intelligence services, private security
companies, custom authorities, inspectorate services, etc.
o Whole of government approach (WOG) = different government authorities and services
working together to disrupt criminal activities.
o Holistic approach = on the basis of an integral and integrated policy doing criminal justice
with a focus on prevention and aftercare.
There was a shift at a certain point in time within management from governments. Initially, citizens
were governed by the state apparatus and bureaucracies were installed so that everyone knew what
procedures needed to be followed (cf. social contract). In the 80’s and 90’s there was this realisation
that state is not the only actor. The concept changed from government to governance of security.
2. Why is change so important for public managers?
“Managers” influence and are being influenced by the environment. They take decisions that are
based on the current cultural context, values and institutions. Changes in the environment will affect
a manager’s decisions, so with every choice they make, they have to take all the PEST-aspects into
account (Political, Economic, Social and Technological). By checking PEST, managers realize whether
or not changes are actually happening, on which they need to anticipate on. If they’re not
anticipating, mistakes like releasing a very expensive car in an economic crisis could happen.
Society is ever changing. During the Industrial Revolution, the study of management took off
because the society became more complex. There was a need for an increase of scale of production
that required more staff so organization became necessary.
3.What is the difference between PA and PM? And to what extent is that difference important? .
PM (public management) and PA (public administration) are considered to be an interdisciplinary
field of study that focuses on government (overheid) or governance (bestuur).
o Governance => the assertion (bewering) that the government is no stand-alone, monolithic
actor, but different organizations are imbedded in webs of competing interests: a network
environment. The different organizations achieve their goals by working together in the
same field, but with different interests.
o Government => politicians and civil services developing policies and executing them.
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,PM is considered modern and outward-looking. PM analyses what governments do (public services)
and seems to look out for the citizens by taking customer satisfaction into account. It is dynamic,
with room for innovation and leadership. PM focuses on managing resources, efficiency and
performance. The focus is on multi-stakeholder governance.
PA is considered old-fashioned, traditional and introverted. It is about administering (toepassen) and
obeying by law. PA is characterized by their use of static hierarchies and procedures (regardless of
the needs and wishes of the citizens, the procedures do not change). The focus lies on following the
rules, compliance and accountability and focus on machinery of government.
5. To what extent is difference between PA and PM important?
PA is very tiresome, complex, problematic, and it has its limitations (cfr. the procedures) and does
not connect to social sciences. PM on the other hand is transparent, predictable and governance.
BUT these differences tend to be exaggerated.
H2: ORGANIZATIONS AND ORGANIZATIONAL STRUCTURES.
1. Organizations.
1. What is an organization?
There are 3 explanations for an organization:
1. Institutional => an organization is a concrete, separate system (an entity)
2. Instrumental => focus on the structure, procedures and delineation (afbakening) of
responsibilities.
3. Process => focus on the process of organizing, on the activities.
An organization is a 1) consciously coordinated 2) social entity, with relatively clear identifiable 3)
boundaries that seeks to accomplish common 4) objectives.
o Social entities are composed of people who interact: working with and for people.
o Goal-oriented => no objectives, no reason to exist.
o Consciously coordinated: in order to accomplish the objectives, coordination will be
necessary. Coordination is developing, structuring, and putting the division in departments.
o Identifiable boundaries: what belongs to the competences of the organization and what
does not?
2. What kind of organizations are there and how can we distinguish them?
Closed organizations: an independent organization, shielded from its environment and the outside
world. Society changes, develops, new issues rise etc... Managers and leaders should fight those, but
a closed system won’t even notice these changes. The organizations won’t change or anticipate to
match the new changes in society.
Open organizations: an organization who interacts continuously with the environment to achieve
their objectives. They turn input from the outside (feedback from stakeholders, politics, customers,
lobby groups, …) into output (this way they create a continued relationship with the environment).
They adopt to the external surroundings and find a balance between in & outside because
adaptation to external surroundings is crucial.
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,3. What are the objectives of organizations?
An organization has 2 goals 1) Creating value 2) Distribute the created value to customers and
stakeholders.
The value created depends on the type of organization. A distinction between the different types of
organization is based on their objectives:
1. A pure public or social organisation: non-profit target, focus on solving societal problems
(vzw). They create and distribute societal value.
2. A social-economic organisation: the main task is creating social value, although there’s also
a need for profit or income (shelters, social welfare, hospitals).
3. An economic social organisation: the main goal is profit (economic value), but there’s also a
need to create something of societal value (private retirement home or private childcare
centre).
4. A company: pure profit maximization (H&M)
The big difference between these types is the way they see societal value as necessary or not. The
objective of an organisation is the creation of societal value and how to distribute this to their
customers. Societal value is the value created by public organizations through the provision of
products, services, regulations, …Which is being constantly defined and re-defined by social and
political interaction. There are 4 ways to create societal value:
1. Achieving political mandates.
2. Achieving professional standards.
3. The outcome of analytical techniques.
4. Customer satisfaction.
Processes of management help creating and distributing value:
o Plan: formulating objectives, developing strategies to achieve objectives and plans to
coordinate and execute activities.
o Organizing: who does what, what and how does it need to be done and who is accountable
to whom?
o Lead: motivate and support co-workers, choosing channels of communication and solving
problems.
o Supervise: check accomplishments, compare to the benchmarks and correct where needed.
4. Why is management needed?
To solve 3 organizational issues:
1. External alignment
2. Internal alignment
3. Structuring the organization
=> MAPE: Resources (Middelen) are used to develop activities (Activiteiten) which in turn result in
performances (Prestaties) that generate effects.
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, 2. Organizing public organizations
2.1 Organizational structure
Fallacies (misvattingen) :
1. Specific organizational structure is a given.
2. Strategies are developed from existing organizational structures and not from environmental
needs.
3. Thus strategies are subordinated (ondergeschikt) to organizational structure.
4. Organizational structure must be instrumental in developing and implementing strategies instead.
5. What is an organizational structure?
It is the sum of the ways in which an organization divides its central mission into various tasks and
then recreates it through mutual coordination. It is also the formal structure by which tasks are
divided, grouped and coordinated. An organizational structure breaks down missions into
specialization and expertise.
o Coordination is key and it is grouping elements in a collaborative environment to achieve
certain objectives.
o In order for these specializations to have added value to the organisation, it is key that
these specializations are reconnected to the overarching objective of the organisation. In
other words, coordination and specialization must go hand in hand.
An organizational structure is an instrument to achieve strategies. Once an organizational structure
is reached, one can proceed to work on a strategy. After all, a good strategy cannot be achieved
without a good structure. First there has to be alignment with the external environment and with
the expectations of the stakeholders.
6. What different ways are there to organize an organization?
1. Formal structure
2. Informal structure
3. Horizontal structure (functional classification, product layout, geographic classification, target
group classification and channel classification)
4. Vertical structure (deconcentration, decentralisation, empowerment).
7. What are the differences between formal and informal structures?
1. A formal structure is developed by top management and defined by a mandate (legislation). An
example of such a mandate is a law that describes how an organization should look like and what
kind of functions it should have. The formal structure is presented through an organizational chart (a
schematic outline of authority relationships). It is relatively static; it doesn’t change that often.
2. An informal structure is unofficial but often creates essential working relations between members
of the organization. It’s spontaneous, social, based on friendships, knowledge and takes place f. ex.
during joint breaks. Sometimes these informal relationships are even stronger than the formal ones.
o F. ex. Within the organization there are different divisions (formal structure) but during
lunch, these different colleagues might share information on a personal level that goes
beyond the borders of the organization or the different divisions.
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