Organizational Behavior and Public Management

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