Controllership in the Public Sector

Journal of Policy Analysis and Management, Vol. 5, No. 3, pp. 547-571, 1986

25 Pages Posted: 22 Apr 2008

See all articles by Fred Thompson

Fred Thompson

Willamette University - Atkinson Graduate School of Management

L. R. Jones

Naval Postgraduate School

Abstract

Ineffective controllership is, perhaps, the most common managerial failure found in the public sector. This failure affects outcomes and achievements in every area of public policy - often profoundly. Controllers design and operate management-control systems. The effectiveness of alternative control-system designs depends upon technology - the cost and production behavior of the good or service in question. But public-sector control strategies are often poorly aligned with circumstances. As a consequence, public programs are too often simultaneously over controlled and out of control.

Keywords: budgeting, organizational process, mechanism design, alignment, incentives, agents, sequential decisions

JEL Classification: H61, H72, D71, D72, D73

Suggested Citation

Thompson, Fred and Jones, L. R., Controllership in the Public Sector. Journal of Policy Analysis and Management, Vol. 5, No. 3, pp. 547-571, 1986. Available at SSRN: https://ssrn.com/abstract=1123678

Fred Thompson (Contact Author)

Willamette University - Atkinson Graduate School of Management ( email )

900 State Street
Salem, OR 97301
United States
503-370-6228 (Phone)
503-370-3011 (Fax)

L. R. Jones

Naval Postgraduate School ( email )

1 University Circle
Monterey, CA 93943-5001
United States

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