Efnisyfirlit

• COVER
• TITLE PAGE
• COPYRIGHT
• FIGURES AND TABLES
• PREFACE
  • Audience
  • Organization
  • Acknowledgments
• THE AUTHORS
• PART ONE: THE DYNAMIC CONTEXT OF PUBLIC ORGANIZATIONS
  • CHAPTER ONE: THE CHALLENGE OF EFFECTIVE PUBLIC ORGANIZATION AND MANAGEMENT
    • Toward Improved Understanding and Management of Public Organizations
    • General Management and Public Management
    • Ineffective Public Management?
    • Effective Public Management
    • Organizations: A Definition and a Conceptual Framework
    • Instructor’s Guide Resources for Chapter One
    • Notes
  • CHAPTER TWO: UNDERSTANDING THE STUDY OF ORGANIZATIONS: A HISTORICAL REVIEW
    • The Systems Metaphor
    • Classical Approaches to Understanding Organizations
    • Reactions, Critiques, and Subsequent Developments in Analysis of Organizations and the People in Them
    • More Recent Developments in Organization Theory and Research
    • The Role of Public and Nonprofit Organizations and Their Management in Organization Theory
    • Instructor's Guide Resources for Chapter Two
  • CHAPTER THREE: WHAT MAKES PUBLIC ORGANIZATIONS DISTINCT
    • The Generic Tradition in Organization Theory
    • The Importance of Avoiding Oversimplification
    • Public Organizations: An Essential Organization/Distinction
    • The Meaning and Nature of Public Organizations and Public Management
    • Problems and Approaches in Public–Private Comparisons
    • Common Assertions About Public Organizations and Public Management
    • Instructor's Guide Resources for Chapter Three
    • Note
  • CHAPTER FOUR: ANALYZING THE ENVIRONMENT OF PUBLIC ORGANIZATIONS
    • General Dimensions of Organizational Environments
    • Research on Environmental Variations
    • Recent Trends in Research on Organizational Environments
    • The Political and Institutional Environments of Public Organizations
    • Instructor's Guide Resources for Chapter Four
  • CHAPTER FIVE: THE IMPACT OF POLITICAL POWER AND PUBLIC POLICY
    • Instructor's Guide Resources for Chapter Five
• PART TWO: KEY DIMENSIONS OF ORGANIZING AND MANAGING
  • CHAPTER SIX: ORGANIZATIONAL GOALS, EFFECTIVENESS, AND PERFORMANCE
    • General Organizational Goals
    • Goals of Public Organizations
    • Behavioral Theories of Organizational Decision Making: Changing Perspectives on Organizational Goals
    • Toward Diverse, Conflicting Criteria
    • Approaches to Organizational Effectiveness
    • Effectiveness in Organizational Networks
    • Managing for High Performance
    • Instructor's Guide Resources for Chapter Six
    • Notes
  • CHAPTER SEVEN: FORMULATING AND ACHIEVING PURPOSE: POWER, DECISION MAKING, AND STRATEGY
    • Power and Politics Inside Organizations
    • Decision Making in Organizations
    • Strategic Management
    • The Miles and Snow Typology
    • Issues for Managers and Researchers
    • Instructor's Guide Resources for Chapter Seven
  • CHAPTER EIGHT: ORGANIZATIONAL STRUCTURE, DESIGN, TECHNOLOGY, INFORMATION TECHNOLOGY, AND SOCIAL MEDIA
    • Do Public Organizations Have Distinctive Structural Characteristics?
    • The Development of Research on Structure
    • Structural Dimensions and Influences
    • Organizational Design
    • Major Design Alternatives
    • Organizational Structures in Public Organizations
    • Information Technology and Public Organizations
    • Social Media and Public Management
    • Instructor's Guide Resources for Chapter Eight
  • CHAPTER NINE: UNDERSTANDING PEOPLE IN PUBLIC ORGANIZATIONS: MOTIVATION AND MOTIVATION THEORY
    • Motivation and Public Management
    • The Context of Motivation in Public Organizations
    • The Concept of Work Motivation
    • Motivation Practice and Techniques
    • Incentive Structures and Reward Expectancies in Public Organizations
    • Self-Reported Motivation Among Public Employees
    • Instructor's Guide Resources for Chapter Nine
  • CHAPTER TEN: UNDERSTANDING PEOPLE IN PUBLIC ORGANIZATIONS: VALUES, INCENTIVES, AND WORK-RELATED ATTITUDES
    • Attempts to Specify Needs, Values, and Incentives
    • Other Important Work-Related Attitudes
    • Motivation-Related Variables in Public Organizations
    • Representative Bureaucracy: Why the Social Origins of Public Employees Matter
    • Workforce Diversity
    • The Challenge of Stimulating Motivation and Positive Work Attitudes in Public Organizations
    • Instructor's Guide Resources for Chapter Ten
    • Note
  • CHAPTER ELEVEN: LEADERSHIP, MANAGERIAL ROLES, AND ORGANIZATIONAL CULTURE
    • Leadership Theories in Management and Organizational Behavior
    • The Nature of Managerial Work and Roles
    • Transformational Leadership
    • Charismatic Leadership
    • Leadership and Organizational Culture
    • Leading Cultural Development
    • Leadership and Management in Public Organizations
    • Does Context Affect Performance and Behavior?
    • Effective Leadership in Government
    • Instructor's Guide Resources for Chapter Eleven
  • CHAPTER TWELVE: TEAMWORK: UNDERSTANDING COMMUNICATION AND CONFLICT IN GROUPS
    • Groups in Organizations
    • Communication in Organizations
    • Conflict in Organizations
    • Managing Groups, Communication, and Conflict in Organizations
    • Special Considerations for Public Organizations
    • Instructor's Guide Resources for Chapter Twelve
• PART THREE: STRATEGIES FOR MANAGING AND IMPROVING PUBLIC ORGANIZATIONS
  • CHAPTER THIRTEEN: MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT
    • Relatively Natural Change: Organizational Life Cycles
    • Large-Scale Planned Change
    • Organization Development
    • Success and Failure in Large-Scale, Planned Organizational Change
    • Instructor's Guide Resources for Chapter Thirteen
  • CHAPTER FOURTEEN: ADVANCING PUBLIC MANAGEMENT THROUGH COLLABORATION
    • Reform Movements: Forerunners to Collaborative Governance
    • From NPM to Collaborative Governance
    • The Literature on Collaboration
    • Instructor's Guide Resources for Chapter Fourteen
    • Notes
• REFERENCES
• NAME INDEX
• SUBJECT INDEX
• END USER LICENSE AGREEMENT

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