Volume 6, Number 4, Winter 2003

CONTENTS
REGULAR ARTICLES
Designing the Learning Organization as an Information-
Processing System: Some Design Principles from the
Systems Paradigm and Cybernetics ............................................. 501
Y. Sankar
SYMPOSIUM
Strategic Planning in Public and Non-Profit
Organizations, Part I ..................................................................... 522
J. Beckett-Camarata
Symposium Introduction ............................................................... 523
J. Beckett-Camarata
The Challenge of Changing Federal Management Processes:
Implementation Barriers Relating to Strategic Planning and
the Government Performance and Results Act ......................... 534
A. Franklin and E. Long
Strategic Planning for the Health Care Financing
Administration Overseeing State Nursing Home
Inspection Agencies ....................................................................... 553
L. M. Deason-Howell and D. Blevins
Strategic Planning in Illinois: A State at the Crossroads .......... 577
D. F. Eitel

ABSTRACT. In 1999, the governor of Illinois mandated strategic planning in all state agencies, the creation of an Office of Strategic Planning (OSP) and the formation of an academic advisory council to guide it. This article discusses how agencies responded, while focusing on the behavior of the various actors involved: agency staff, top management officials and the organizations themselves. It covers key interim agency results, and general outcome indicators for the eight state strategic issues. The State is now at the crossroads. It has a newly elected governor from a different political party and the OSP and academic advisory council no longer exist. Will a new movement of strategic planning and performance metrics make a real difference to the citizens of Illinois?

ABSTRACT. Getting the most bang for the taxpayer buck by bolstering federal agency accountability continues to be a political theme in the 21st century. The second round of strategic plan development mandated by Congress in the 1993 Government Performance and Results Act (GPRA) was recently completed. This article reports the results of empirical research diagnosing the implementation issues in GPRA requirements. This research reports on the efficacy of this process from the perspectives of agency representatives. Implementation issues are grouped into two broad categories; those associated with the organization's structure and those concerned with the plan development process. This research suggests that the potential for alignment of key management systems is suspect given that institutionalization has not occurred after nearly five years of reform efforts. Reporting on federal agency efforts provides insight into barriers to and opportunities for improving GPRA implementation processes.

ABSTRACT. The Nursing Home Reform Act (NHRA) was adopted and implemented to improve the quality of care that residents receive in nursing homes by having state inspection agencies issue deficiencies for substandard care. Yet, there is a great deal of variation in the average number of deficiencies cited by state inspectors. The goals of this study are twofold: 1) to identify the impact of political factors on the variation in deficiencies and nursing home compliance, and 2) to provide the Health Care Financing Administration (HCFA) with a strategic planning model that will help to improve its ability to oversee state implementation of the NHRA. Political party control of the governorship and legislative houses accounted for significant amounts of variance in deficiencies.

ABSTRACT. The major principles for designing the learning organization as an information processing system are derived from systems paradigm, information theory, and cybernetics. The need for these principles is demonstrated by the information pathologies in the classical and contingency design of the organization and information imperatives for designing the organization for the information age. An information processing model that extends the classical and contingency principles for organizational design is developed to provide a new organization model for effective learning. The effectiveness of the learning organization can be partially attributed to the design of the organization as an information processing system. The organization learns, adapts, and responds to innovative change through its information subsystems.

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