The Basis of Management in Public OrganizationsThis novel interpretation of management develops a whole new way of thinking about the managerial role. The Basis of Management in Public Organizations is an insightful and invaluable guide to managers and supervisors at all levels who wish to understand the real purpose of public management in a democratic context. The author also addresses several barriers to accepting and implementing this innovative approach. |
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ability acceptance theory act of power action agent argues bases of power behavior believe bureaucracy choice coercion coercive cognitive dissonance concept conflict consent consent theory context cooperation decision rules defense mechanisms defined democracy in administration democratic values dialogue discussion effect efficiency employees ethics external controls force form of power freedom and order Freedom Order Figure goals golden rule model Hawthorne Studies hierarchical homeostasis individual influence interaction internal involves issues key stakeholders leader leadership managerial imperative manipulation means Merlin mindsets model of management Moral Development mutual negative norms one's organization organizational participation path-goal model persuasion political positive linear principled approach problem procedures public administration rational reciprocity recognized relationship between freedom result role situation social exchange theory social psychological contract society stakeholders strategies structure suggests superior supervisor and subordinate supervisor-subordinate relationship Tannenbaum target theory of authority tion utilitarian wicked problems workers workplace democracy