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E-raamat: Organizational Behavior and Public Management, Revised and Expanded

Edited by (North Carolina State University, Raleigh, NC, USA), Edited by (North Carolina State University, Raleigh, USA), Edited by
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Mindful of changes brought about by globalizing economies, the third edition reveals how organizational behavior enables managers to direct resources that advance the programs and policies of public and government agencies. Changes include a discussion of Total Quality Management (TQM) and its applicability to government. Other topics include motivation in organizations, leadership, communication, decision making, worker participation, organizational change, management systems, computers, performance appraisal, and management ethics. Annotation c. by Book News, Inc., Portland, Or.

Organizational Behavior and Public Management reveals how organizational behavior enables managers to direct resources that advance the programs and policies of public and government. This edition offers a public sector perspective of core topics, such as communication, decision-making, leadership, management ethics, motivation, organizational change, participation and performance appraisal. Contemporary Psychology called this book "skillful and comprehensive…There is a need for a text like this…the device of juxtaposing theory and application is a sound one." The authors discuss such topics as communication, decision making, worker participation and total quality management, organizational change, management systems, information, computers and organization theory in public management.

Arvustused

"Praise for the Previous Edition . . .skillful and comprehensive. . . There is a need for a text like this. . .the device of juxtaposing theory and application is a sound one. " ---Contemporary Psychology

Preface to the Third Edition iii(2)
Preface to the Second Edition v(4)
Preface to the First Edition ix
1. Introduction to Organizational Behavior in the Public Sector
1(25)
Introduction
1(1)
Choosing a Unit of Analysis
2(1)
Organizational Behavior
2(2)
Organizational Theory
4(2)
Public versus Private Organizations
6(3)
The Role of Government in American Society
9(2)
Controlling Externalities
11(2)
Providing Public Goods
13(1)
Insuring Equity
13(2)
Providing a Framework for Law and Order and Economic Stability
15(1)
Public Organizations: Economic Differences
16(2)
Political Difference Between Public and Private Organizations
18(2)
Differences in Problems Faced by Public and Private Organizations
20(1)
The Structure of the Book
21(2)
References and Additional Reading
23(3)
2. Approaches to Organization Theory
26(30)
History of Organizations
27(1)
Railroads and Modern Organizations
28(2)
The Classical Approach
30(6)
The Human Relations Approach
36(2)
The Decision-Making Approach
38(5)
The Neo-Human Relations Approach
43(2)
The Systems Approach
45(2)
Bureaucratic Politics Approach
47(5)
Conclusion
52(1)
References and Additional Reading
52(4)
3. Motivation in Organizations
56(33)
Introduction
56(1)
Motivation in Context
56(3)
Basic Motivation Theory
59(1)
The Cognitive Approach
60(1)
Drive or Tension Reduction Theory
61(2)
Expectancy Value Theories
63(1)
Human Growth and Development Theory
64(2)
The Acognitive Approach
66(2)
Motivation in the Workplace
68(1)
Applications Deriving from the Cognitive Tradition
68(9)
Applications Deriving from the Acognitive Tradition
77(1)
Intrinsic versus Extrinsic Motivation
78(3)
Managerial Implications
81(2)
Endnote
83(1)
References and Additional Reading
83(6)
4. Leadership
89(34)
Leadership versus Management
92(1)
The Trait Approach to Leadership
93(3)
Leadership Traits: Do They Lead to Organizational Effectiveness?
96(1)
Behavioral Approaches to Leadership
97(1)
Participatory Leadership Behavior
98(2)
Social/Task Leadership Behavior
100(3)
Instrumental Leadership Behavior
103(3)
Contingency Approaches to Leadership
106(2)
Contingency Theory: Hersey and Blanchard's Situational Leadership Theory
108(2)
Transformational Leadership
110(3)
Managerial Implications
113(2)
References and Additional Reading
115(8)
5. Role Behavior: Individuals and Groups
123(37)
Role Conformity
127(3)
The Dynamics of Conformity and Exclusion
130(3)
The Positive Functions of Conformity
133(1)
The Negative Functions of Conformity
134(3)
Role Conflict
137(3)
Psychological Dimensions of Role Conflict
140(1)
Deviance
141(1)
Managing Organizational Roles
142(2)
Informal Organization
144(1)
Informal Organization as a Threat
144(2)
Informal Organization as an Opportunity
146(1)
Informal Organization: A Summary
147(1)
Managing Role Change
147(2)
Managerial Implications
149(2)
Endnotes
151(1)
References and Additional Reading
152(8)
6. Communication
160(35)
Communication as a Process
162(5)
Verbal Communication
167(4)
Nonverbal Communication
171(3)
Vertical and Horizontal Communication
174(6)
Listening
180(3)
The Communication Audit
183(3)
Managerial Implications
186(1)
References and Additional Reading
187(8)
7. Decision-Making
195(38)
Planning and Rational Models of Decision-Making
197(3)
The Conservative Critique of Planning
200(5)
Herbert Simon and Decision-Making Theory
205(2)
Critics and Revisionists
207(4)
Planning and Participatory Approaches to Decision-Making
211(3)
Research on Group Decision-Making
214(3)
The Delphi Method, the Nominal Group Technique, and Computer Mediated Communication
217(4)
Managerial Implications
221(3)
Endnote
224(1)
References and Additional Reading
224(9)
8. Worker Participation and Total Quality Management
233(32)
Total Quality Management (TQM)
235(8)
Forces that Inhibit the Spread of TQM and Participatory Management in Government
243(6)
Forces Favoring the Spread of TQM and Participatory Management in Government
249(6)
Managerial Implications
255(1)
References and Additional Reading
256(9)
9. Organizational Change
265(21)
Organizational Culture
265(4)
Organizational Climate
269(1)
Structure, Technology, and Environment
270(3)
Organizational Learning and Organizational Change
273(3)
Managerial Change Strategies
276(1)
Basic Points About Managing Change
277(2)
Managerial Implications
279(2)
References and Additional Reading
281(5)
10. Management Systems
286(25)
Public Sector Applications of Management Systems
290(1)
Design Concerns in Management Control Systems
291(6)
The Relevance of Research Design to Control Systems
297(1)
How Research Design Fits in
298(2)
The Implementation of Management Systems
300(6)
Management Implications
306(1)
References and Additional Reading
307(4)
11. Information, Computers, and Organization Theory in Public Management
311(36)
Policy Studies versus Organization Theory
312(1)
Typological Frameworks as Organization Theory
313(1)
Stages-of-Growth Theories of MIS
314(5)
Political Process Models
319(5)
Economic Theories of MIS
324(2)
Public Goods Theory of Information Systems
326(3)
Social Impact Research as Organization Theory
329(3)
The Communication and Control Perspective
332(2)
Conclusion
334(1)
Management Implications
335(1)
Endnotes
336(2)
References and Additional Reading
338(9)
12. Performance Appraisal
347(30)
Organizational Needs: Evaluating Performance
349(5)
Objectives of Performance Appraisal Systems
354(3)
Context Factors Affecting Performance Appraisal
357(1)
Performance Appraisal Techniques: A Survey
358(4)
Management by Objectives
362(2)
Behaviorally Anchored Rating Scales
364(6)
Managerial Implications
370(1)
References and Additional Reading
371(6)
13. Management Ethics
377(22)
Ethics Defined
380(2)
Approaches to Ethical Analysis
382(3)
Nature of Obligation: Negative or Affirmative
385(2)
The Kew Gardens Principle: Between Avoiding Injury and Doing Good
387(2)
Affirmative Obligation: Doing Good
389(1)
Source of Regulation: Internal or External
390(3)
Matrix Summarizing Dimensions of Variation and Their Interaction
393(1)
Managerial Implications
393(1)
Endnotes
394(1)
References and Additional Reading
394(5)
Index 399


Michael L. Vasu, Debra W. Stewart, David G. Garson, Jack Rabin
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