ABSTRACT
In the words of the old spiritual, faith can make a way out of no way (Young, 1994). Precisely when it looks like circumstances cannot change or progress is impossible, faith affords a way to make these things happen. In many ways, this might be the mantra of proponents worldwide touting what some have called "new governance" models of bureaucratic reform (Peters, 1996). With perceptions of government overload, fiscal stress, and maladministration pandemic, proponents have offered four analytically distinct structural models of reform: the market, participatory state, flexible government, and deregulated government models (Peters, 1996). Each of these models is premised partially on the assumption that an organization's effectiveness* depends on its structures and their abilities to shape employees' behaviors: administrative (How is work divided and organized?), responsibility (Who is responsible for outcomes, using what resources, in what ways?), and accounting (Rewarded in what way, for what, and accountable to whom?).
