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Changing bureaucratic behavior : acquisition reform in the United States Army

Author: Conrad Peter Schmidt
Publisher: Santa Monica, CA : RAND, 2000.
Edition/Format:   Print book : Document   Computer File : EnglishView all editions and formats
Summary:
In 1994, then-Secretary of Defense William Perry directed the military services (Army, Navy, Air Force, and Marines) to begin the process of reinventing their acquisition systems and policies. One of the most important elements of the "Perry Initiatives" was the elimination of all military specifications (milspecs) and standards from use in military acquisition. At the request of the U.S. Army, this study examines  Read more...
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Additional Physical Format: Online version:
Schmidt, Conrad Peter.
Changing bureaucratic behavior.
Santa Monica, CA : RAND, 2000
(OCoLC)606552855
Online version:
Schmidt, Conrad Peter.
Changing bureaucratic behavior.
Santa Monica, CA : RAND, 2000
(OCoLC)609297242
Material Type: Document, Internet resource
Document Type: Book, Computer File, Internet Resource
All Authors / Contributors: Conrad Peter Schmidt
ISBN: 0833027565 9780833027566
OCLC Number: 41924789
Notes: "MR-1094-A."
Description: xx, 120 pages ; 23 cm
Contents: Ch. 1. Introduction --
Ch. 2. The Policy Environment --
Public-Sector Reform Efforts --
Acquisition Reform in the Department of Defense --
Public-Versus Private-Sector Considerations --
Ch. 3. Theories of Bureaucratic Behavior --
Theoretical Approach One: Self-Interest --
Theoretical Approach Two: Institutional Rules and Constraints --
A Combined Framework for Explaining Bureaucratic Behavior --
Ch. 4. Explaining Bureaucratic Behavior --
Linking Theory to Reality --
Ch. 5. Data Collection --
Field Interview Process --
Field Interview Results --
The Army Acquisition Survey --
Ch. 6. Understanding Reform Behavior --
Assessing Support for Milspec and Standard Reform and Reform Behavior --
Predicting Reform Behavior --
Substantiating Theories of Bureaucratic Behavior --
Explaining Differences in Reform Intentions and Behavior --
Ch. 7. Understanding Reform Attitudes within the Acquisition work Force --
Measuring Bureaucratic Attitudes --
Explaining Differences in Bureaucratic Reform Attitudes --
Ch. 8. Understanding Subjective Norms within the Acquisition Work Force --
Measuring Subjective Norms of Bureaucrats --
Explaining Differences in Subjective Norms Within the Acquisition Work Force --
Ch. 9. Understanding Perceived Behavioral Control within the Acquisition Workforce --
Measuring Perceived Behavioral Control of Bureaucrats --
Examining Differences in Perceived Behavioral Control Within the Acquisition Work Force --
Ch. 10. Assessing the Role of Training --
Reform-Related Training --
Participation in Reform-Related Training --
Usefulness of Training in Changing Reform Behavior --
Ch. 11. Improving Implementation of Milspec and Standard Reform --
The State of Implementation --
The Importance of Behavioral Determinants --
Recommendations for Changing Reform Behavior --
Summary Recommendation: Use an Improved Road Show Training Program.
Responsibility: Conrad Peter Schmidt.
More information:

Abstract:

In 1994, then-Secretary of Defense William Perry directed the military services (Army, Navy, Air Force, and Marines) to begin the process of reinventing their acquisition systems and policies. One of the most important elements of the "Perry Initiatives" was the elimination of all military specifications (milspecs) and standards from use in military acquisition. At the request of the U.S. Army, this study examines three policy questions: (1) Is military specification and standard reform being implemented successfully by Army acquisition bureaucrats? (2) What factors or determinants affect the willingness and ability of Army acquisition employees to implement milspec and standard reform? (3) Having assessed implementation to date and understanding better what affects bureaucratic behavior, how can the Army best affect the underlying beliefs and perceptions of its personnel in order to influence behavior in support of milspec and standard reform? This study employed a theoretical model of volitional behavior called the Theory of Planned Behavior (TPB). A multimethod research approach was employed, using both expert interviews and a survey of Army personnel. Using causal modeling techniques (latent variable analysis), it was determined that reform behavior within the Army acquisition work force is determined by: (1) employee attitudes toward the reform, and (2) their perceptions of behavioral control. In addition, multiple regression analysis of these factors revealed that attitudes and control perceptions vary based on the functional perspectives of acquisition employees. Three conclusions emerged: (1) Resistant employees are less likely to believe that the elimination of milspecs and standards will result in positive programmatic outcomes; (2) resistant employees were much more likely to view training and communications efforts as inadequate; and (3) current training efforts are effective in changing underlying attitudes. This study presented two overarching recommendations: (1) Use and improve existing training programs; and (2) target implementation efforts to the resistant elements of the work force, focusing on changing the beliefs and perceptions important in attitude and control perception formation.

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