Managing Human Behavior in Public and Nonprofit Organizations

Front Cover
SAGE, 2008 - Business & Economics - 461 pages
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Table of Contents

Managing Human Behavior in Public and Nonprofit Organizations
by Aristigueta, Maria P.; Denhardt, Robert B.; Denhardt, Janet V.

Terms of Use
Chapter 1 Organizational Behavior as A Way of Thinking and Acting
The Roots of Organizational Behavior
Some Early History
Values and Assumptions of Organizational Behavior
Themes and Purposes of This Book
Chapter 2 Knowing and Managing Yourself
Where Do We Begin?
Life Experiences
Your Lifeline
Ways of Thinking
Improving Your Sense of Self
The Power of Vision
Assessing Yourself
Ways of Acting
Thinking In Action
Increasing Self-Knowledge
A Vision Statement
Valuing Diversity
Privatizing the Cafeteria
Laura’s Employment Dilemma
Chapter 3 Fostering Creativity
Where Do We Begin?
Ways of Thinking
Characteristics of Creative Individuals
Conceptual Skills and Abilities
Creativity as Behavior
Creativity as a Process
An Integrated Perspective on Creativity
The Creative Process
Impediments to Creativity
Defining the Problem Incorrectly
Judging Ideas too Quickly
Stopping at the First Acceptable Idea
Lack of Support
Other Ways of Thwarting Creativity
Fostering Creativity in Organizations
Challenging Work
Supportive Supervision
Organizational and Work Group Culture
Workload Pressures and Resources
Fostering Creativity-Putting It All Together
Techniques for Improving Creativity
The Idea Box or Matrix Analysis
Enhancing Your Personal Creativity
Ways of Acting
Thinking in Action
Mindmapping Exercise
Using Analogies
A Creativity Challenge
Chapter 4 Managing Stress
Where Do We Begin?
Symptoms of Stress
Stress Inventory
Sources of Stress
Coping With Stress
Ways of Thinking
The Consequences and Costs of Stress
Stress: Good, Bad, and Ugly
Sources of Stress on the Job
Interpersonal Relationships
Role Ambiguity and Conflict
Intrinsic Nature of the Work
Working Conditions
Organizational Environment
Home to Work and Back
Coping With and Managing Stress
Lifestyle Adjustments
Attitude Adjustment
Social Support
Taking Control of Your Time
Job Redesign
Other Organizational Factors
Ways of Acting
Thinking in Action
Distress at DES
Life Balance Exercise
Chapter 5 Decision Making
Where Do We Begin?
Generating Alternatives
The Horse Grooming Case
Ways of Thinking
Models of Decision Making
The Rational Model
The Organizational Process Model
The Governmental Politics Model
Who Should Be Involved?
Diversity and Decision Making
What Techniques Are Available to Assist You?
Focus Groups
Cost-Benefit and Cost-Effectiveness Analysis
Nominal Group Technique
Logic Models
Discretion in Decision Making
Ways of Acting
Thinking in Action
A Decision-Making Framework
New Charter School
Using the Decision Tree for Levels of Participation
Chapter 6 Motivating Yourself and Others
Where Do We Begin?
What Motivates You Now?
What Will Motivate You in the Future?
Ways of Thinking
What Is Motivation?
Changing Perspectives on Motivation
Need Theories
Expectancy Theories
Goal-Setting Theories
Equity Theories
Reinforcement, Reward, and Punishment
Participation as a Motivator
Motivation and Life Stages
Public Service Motivation
"Anti-Motivation" Theories
Ways of Acting
Thinking in Action
SOS in DHS: A Problem of Motivation
Staying Motivated
Chapter 7 Leadership in Public Organizations
Where Do We Begin?
What Makes a Good Leader?
What Is Your Leadership Style?
Ways of Thinking
Traditional Approaches to Leadership
The Trait Approach
Leadership Styles
The Context of Leadership
Contemporary Approaches to Leadership
From Traits, to Skills, to Strategies
The Transformational Approach
Transforming Organizations
Values-Based Leadership
Leadership in the Public Service
Leadership in the Policy Process
Leadership in Public Agencies
Some Concluding Notes
Ways of Acting
Thinking in Action
Developing a Leadership Autobiography
A Debate Topic
Transactional Versus Transformational Leadership
Assessing Your Leadership Style
Chapter 8 Power and Organizational Politics
Where Do We Begin?
Ways of Thinking
Early Voices
Changing Perspectives on Workers and Organizations
Questioning Power and Authority
Sources of Power
Legitimate Power
Reward Power
Coercive Power
Referent Power
Expert Power
Expert Power
Balancing Power
Structural Aspects of Power
Is Power a Positive Force or a Destructive Force?
Managing Power and Organizational Politics
Empowerment: More Than Delegation
Power and the Public Service
Ways of Acting
Thinking in Action
Politics and MBO: A Case Study
Observing Organizational Politics
Chapter 9 Communicating Effectively With Others
Where Do We Begin?
Ways of Thinking
Improving Interpersonal Communication
Barriers to Effective Communication


Managing Human Behavior in Public and Nonprofit Organizations
by Aristigueta, Maria P.; Denhardt, Robert B.; Denhardt, Janet V.

Terms of use
Denhardt (U. of Southern California) et al. offer a textbook for undergraduate and graduate students in public administration, nonprofit and healthcare management, and educational administration on management and organizational behavior in public and nonprofit organizations (including schools). They focus on the importance of understanding the behavior, motivations, and actions of individuals in public service, the distinctiveness of management and leadership in these organizations, and learning from both literature and experiences. They help students understand basic issues that affect behavior in these organizations; the value of analyzing management problems from the standpoint of the individual and how it can augment action and analysis at the organizational level; the core behavioral principles of personal, interpersonal, and public leadership skills; and critical management and leadership skills. This edition incorporates new developments, including the emergence of positive organizational behavior. Annotation ©2012 Book News, Inc., Portland, OR (

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About the author (2008)

Robert B. Denhardt is Lincoln Professor of Leadership and Ethics, Director of the School of Public Affairs at Arizona State University, and Visiting Scholar at the University of Delaware. Dr. Denhardt is a Past President of the American Society for Public Administration and a member of the National Academy of Public Administration. Dr. Denhardt has published eighteen books, including The Dance of Leadership, The New Public Service, Managing Human Behavior in Public and Non-Profit Organizations, Theories of Public Organization, Public Administration: An Action Orientation, In the Shadow of Organization, The Pursuit of Significance, Executive Leadership in the Public Service, The Revitalization of the Public Service, and Pollution and Public Policy.

Janet V. Denhardt is Professor of Public Administration in the School of Public Affairs at Arizona State University. Her teaching and research interests focus on organization theory, organizational behavior, and leadership. Her most recent book, "The Dance of Leadership, "was preceded by "The New Public Service, Managing Human Behavior in Public and Non-Profit Organizations "and "Street-Level Leadership: Discretion and Legitimacy in Front-Line Public Service". Prior to joining the faculty at Arizona State, Dr. Denhardt taught at Eastern Washington University and served in a variety of administrative and consulting positions.

Maria P. Aristigueta is Professor and Director of the School of Urban Affairs and Public Policy, and Policy Scientist in the Institute of Public Administration at the University of Delaware. Her teaching and research interests are primarily in the areas of public sector management and include performance measurement, strategic planning, civil society, and organizational behavior. She is the author of Managing for Results in State Government, co-author of Managing Behavior in Public and Non-Profit Organizations, and co-editor of the International Handbook of Practice-Based Performance Management.

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