5.3. Discussion determining links b

5.3. Discussion determining links between control and
learning
An overall approach to public management control
considers, not only the impact of achievements on the environment,
but also the objectives, methods and results of
public action. Huron (1998) points out that the results of
public action must be compared from a traditional angle
with objectives andmethods, but alsomore originally,must
be related to the local community’s public dimension measured
by people’s satisfaction. Assessing public policies is
therefore part of a broader approach than traditional management
control. As Santo and Verrier (1993) point out,
assessment is to be viewed as a strategic control system of
public action, complementary to other control systems. In
this framework, assessment of public policies and management
control may be considered as a help to strategic and
political decision-making. In this sense, they can influence
the links between control and learning in different ways:
Firstly, mere comparison of results with objectives or
simple adaptation of resources; a basic control mechanism
(accounting and budgetary control, management control,
legality control, public accountant’s control, legal control,
control of satellites) can produce organizational learning.
Secondly, there can be other relationships when a public
organization questions its operating processes (adaptive
learning), and even its political objectives (generative
learning). We have previously noticed that a control system
which produces, mobilizes and distributes knowledge
does not necessarily entail either adaptive or generative
learning. Such knowledge actually has to be “accepted” by
the decision-makers, here the politicians. The knowledge
produced is indeed most of the time based on a technical
and managerial logic (at least when it is generated by the administrative level). The political logic may or may not
bypass that level of knowledge to impact decision-making
(examples of the day-care centre and the market hall).We
have also noticed that on those occasions control systems
that stimulate organizational learning produce adaptive
rather than generative learning, the political domain having
more influence on the organization’s objectives than on
its methods – except for “political” controls, the degree of
control exerted on a political level remains more powerful
than that exerted at an administrative level.
Thirdly, taking into account the assessment of public
policy, which in this case can be compared to the knowledge
produced by district meetings, previously described
as political control, makes it possible to allocate resources
to particular operations rapidly (for instance, repairing
pavements) or to consider constituents’ opinion to implement
or change a policy. This element, which is specific
to public organizations, highlights our main conclusion as
to the study of interactions between control and organizational
learning; political controls performed by the senior
managementmay create generative learningwhereas operational
controls performed by rank and file administrative
staff are filtered by elected representatives.

Hasil (Bahasa Indonesia) 1:

5.3. Discussion determining links between control andlearningAn overall approach to public management controlconsiders, not only the impact of achievements on the environment,but also the objectives, methods and results ofpublic action. Huron (1998) points out that the results ofpublic action must be compared from a traditional anglewith objectives andmethods, but alsomore originally,mustbe related to the local community’s public dimension measuredby people’s satisfaction. Assessing public policies istherefore part of a broader approach than traditional managementcontrol. As Santo and Verrier (1993) point out,assessment is to be viewed as a strategic control system ofpublic action, complementary to other control systems. Inthis framework, assessment of public policies and managementcontrol may be considered as a help to strategic andpolitical decision-making. In this sense, they can influencethe links between control and learning in different ways:Firstly, mere comparison of results with objectives orsimple adaptation of resources; a basic control mechanism(accounting and budgetary control, management control,legality control, public accountant’s control, legal control,control of satellites) can produce organizational learning.Secondly, there can be other relationships when a publicorganization questions its operating processes (adaptivelearning), and even its political objectives (generativelearning). We have previously noticed that a control systemwhich produces, mobilizes and distributes knowledgedoes not necessarily entail either adaptive or generativelearning. Such knowledge actually has to be “accepted” bythe decision-makers, here the politicians. The knowledgeproduced is indeed most of the time based on a technicaland managerial logic (at least when it is generated by the administrative level). The political logic may or may notbypass that level of knowledge to impact decision-making(examples of the day-care centre and the market hall).Wehave also noticed that on those occasions control systemsthat stimulate organizational learning produce adaptiverather than generative learning, the political domain havingmore influence on the organization’s objectives than onits methods – except for “political” controls, the degree ofcontrol exerted on a political level remains more powerfulthan that exerted at an administrative level.Thirdly, taking into account the assessment of publicpolicy, which in this case can be compared to the knowledgeproduced by district meetings, previously describedas political control, makes it possible to allocate resourcesto particular operations rapidly (for instance, repairingpavements) or to consider constituents’ opinion to implementor change a policy. This element, which is specificto public organizations, highlights our main conclusion asuntuk studi interaksi antara kontrol dan organisasibelajar; kontrol politik yang dilakukan oleh seniormanagementmay membuat learningwhereas generatif operasionalkontrol yang dilakukan oleh pangkat dan file administrasiStaf disaring oleh wakil-wakil terpilih.