Public Administration ETDs

Publication Date

5-17-1971

Abstract

This study examines a case in goal setting in a technical organization in the Department of Defense. The case is in the area of civil engineering research, and took place in the period of 1963 to 1970. The source of data is a correspondence file which was maintained by the Air Force Weapons Laboratory at Kirtland Air Force Base, New Mexico. The study started with four hypothesis statements which included the functions and sequences of a goal setting process, the roles of upper and lower levels of the organization, and the information used in the process. The hypothesis statements were modified substantially as a result of the study. The approach used in the study is to develop a model of the goal setting process, and analyze the data against the model. The model is a modification of open or nonprogrammed decision models found in the literature. An ideal program of functions is developed to be used with the model. The items in the correspondence file are analyzed to determine the functions performed, the sequence of performance and the functions performed by organizational level. The sequence of performing functions was not particularly orderly, and some broad interpretations were made to define an order. One of the more interesting features of the sequence of functions was that there were essentially two programs in operation at the same time. The two programs were a "search for method of item search" and “search for item". The first program passed through only one cycle in the entire seven years of the case. The second program passed through four cycles in the same period. The program, “search for method of item search” appeared to be driven by failure of the “search for item” program. One program, “search for next step" which was postulated, could not be identified in the case. Three parameters of a goal are developed and used in the study. The case supports the use of these parameters. The upper levels of the organization were found to play a more substantial role, and the lower levels a less active role in the goal setting process than had been expected. The process was started and continued because of actions taken by the upper levels of the organization. There appeared to be considerable activity by all levels in a majority of the functions after the process was started. The goal setting process described in the case used in this study was not particularly orderly, and an interesting topic for future study might be an investigation of the feasibility of reducing it to a more orderly and rational process.

Degree Name

Public Administration

Level of Degree

Masters

Department Name

School of Public Administration

First Committee Member (Chair)

John Mace Hunger

Second Committee Member

Daniel U. Henning

Third Committee Member

David R. Jones

Language

English

Document Type

Thesis

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