The major challenge to management analysts in the next five years is to help operating agencies to determine whether their programs are worth performing and how to design and carry out effective programs. To do so, they must first help agencies to perform their functions more effectively, rather than concentrating narrowly on better management of the agency itself. Second, they must reexamine old axioms of public administration concerning organizational behavior and change and sociotechnical systems. The old axioms emphasize structure more than behavior, empty formalism more than organizational effectiveness and dynamics. Third, management analysts must measure both the quality and quantity of products or output of public agencies, rather than measuring merely the men and dollars pumped into them. Fourth, they must use more analytical techniques. Finally, they must help agencies to design programs that will terminate, programs that can be analyzed and evaluated in terms of attainable objectives. 5 pp.
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