Final

Pub 623 Week Two

Toward improved understanding and management of public organizations p. 4

General management and public management p.5:

Organizational behavior, organization theory, and management p.5:

Public administration, economics, and political science p.7:

Issues in education and research p.8:

Ineffective public management p.9:

Effective public management p.10:

The challenge of sustained attention and analysis p.10:

Chapter 2: Understanding the Study of Organizations

Frederick Taylor and scientific management p.19:

Max Weber: Bureaucracy as an ideal construct p.21:

The administrative management school: Principles of administration p.22:

Reactions, critiques, and new developments p.26:

The Hawthorne studies: The discovery of human being in the workplace p.27:

Chester Barnard and Herbert Simon: The inducements-contributions equilibrium and the limits of rationality p.28:

Chapter 3: What makes public organizations distinctive?

Findings from research p.56:

The blurring of the sectors

Mixed, intermediate, and hybrid forms p.57

Functional analogies: Doing the same things p.59:

Complex interrelations p.60:

Analogies from social roles and contexts p.60:

Public organizations: An essential distinction p.62:

Problems and approaches in public-private comparisons p.76:

Chapter 4

Constitutional provisions p.101:

Competence values p.104:

Responsiveness values p.105:

Chapter 5

Public opinions and mass publics:

Public opinion and agencies, policies, officials p.116:

Media power: Obvious and mysterious p.116:

Interest groups, clients and constituencies p.120:

Legislatives/Formal authority p.122

Oversight p.123:

Committee’s p.124:

Informal influence p.124:

Limits on legislative power p.125:

The chief executive p.125:

Appointments p.126:

Executive Staff offices p.126:

Budgeting authority p.127:

Policy issues and executive orders p.127:

Chapter 6

General organizational goals p.150:  

Goals of public organizations p.151:

Models for assessing organizational effectiveness/The goal approach p.155:

The systems-resource approach p.157:

Human resource and internal process models p.159:

The government performance project p.160:

Toward diverse conflicting criteria p.162:

The competing values approach p.165:

The Balanced scorecard p.167:

Effectiveness in organizational networks p.169:

Managing goals and effectiveness p.171:

Effectiveness of public organizations p.171:

Chapter 7

Power and politics inside organizations p.175:

Bases of power in organizations p.176:

Power at different organizational levels p.179:

Empowerment p.180:

Rational decision-making models p.184:

Incremental decision-making process p.188:

Mixed scanning p.190:

Logical incrementalism p.190:

The garbage can model p.191:

Strategic management p.193:

Prescriptive frameworks for strategic management p.194:

Applications of strategic management p.195:

Analytical research on managerial strategies in the public sector p.196:

Issues for managers and researchers p.202:

Chapter 9

Motivation and motivation theory p.257:

Motivation and public management p.258:

The context of motivation in public organizations p.261:

The concept of work motivation p.263:

Measuring and assessing motivation p.263:

Motivation to join and motivation to work well p.266:

Rival influences on performance p.267:

Motivation as an umbrella concept p.267:

McGregor theory X and theory Yp.272:

Herzberg: Two factor theory p.273:

McClelland: needs for achievement, power, and affiliation p.274:

Adams: Equity theory p.276:

Goal setting theory p.287:

Recent directions in motivation theory p.289:

Exhibit 9.4: Methods commonly used to enhance work motivation in organizations p.291:

Chapter 10

Values, incentives, and work related attitudes p.297:

Attitudes toward money, security and benefits, and challenging work p.309:

Job involvement p.324:

Organizational commitment p.324:

Professionalism p.325:

Work satisfaction p.329:

Organizational commitment and job involvement 331:

The challenge of stimulating motivation and positive work attitudes in public organizations p.333:

Chapter 11

Leadership theories in management and organizational behavior/Trait theories p.337: Liz   

The Ohio state leadership studies p.337: Sheldon

Fieldler’s contingency theory of leadership p.339:

The path-goal theory of leadership p.340:

The Vroom-Yetton normative model p.342:

Life-cycle theory p.342:

Attribution models p.343:

Leader-member exchange theory p.343:

The nature of managerial work and roles p.346:

Transformational leadership p.349:

Charismatic leadership p.351:

Leadership and organizational culture p.354:

 Variations among cultures p.357:

Leading cultural development p.360:

Leadership and management in public organizations p.363:

Effective leadership in government p.372:

Chapter 12

Groups in organizations p.385:

Group formation, norms and roles p.385:

Group contexts, structures and outcomes p.387:

Advantages and disadvantages of groups p.388:

Groupthink p.389:

Communication problems p.392:

Conflict in organizations p.394:

Types of conflict p.396:

Bases of conflict p.396:

Conflict outcomes, suppression and escalation p.398: