by
Bekkers, V. J. J. M.
Call Number
352.3802854678 22
Publication Date
2006
Summary
The modernization of public administration is a recurring theme on the political and public agenda in many countries. This book demonstrates how public administration organizations try to adapt to changing circumstances in their environment in order the secure their legitimacy, presenting a number of case studies.
Format:
Electronic Resources
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38034.8203
by
Denning, Stephen.
Call Number
658.4092 DEN
Publication Date
2004
Format:
Books
Contributor biographical information http://www.loc.gov/catdir/bios/wiley047/2004000686.html
Publisher description http://www.loc.gov/catdir/description/wiley041/2004000686.html
Table of contents http://www.loc.gov/catdir/toc/ecip0413/2004000686.html
Publisher description http://www.loc.gov/catdir/description/wiley041/2004000686.html
Table of contents http://www.loc.gov/catdir/toc/ecip0413/2004000686.html
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1.3251
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by
Karten, Naomi.
Call Number
658.406 22
Publication Date
2009
Format:
Electronic Resources
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0.8737
by
Torbert, William R., 1944-
Call Number
658.4092 22
Publication Date
2004
Summary
Action inquiry is the process of transformational learning that individuals (and even whole organizations) can undertake to better assess current dangers and opportunities, act in a timely manner, and make future visions come true. Through short stories of leadership and organizational changes in the areas of business, politics, health care, and education, this book illustrates how this process can increase personal integrity, improve relationships, and lead to company profitability and long-term success.
Format:
Electronic Resources
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0.7265
by
Busulwa, Richard, 1980- author.
Call Number
658.406 BUS
Publication Date
2019
Format:
Electronic Resources
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0.0737
by
Weinzetl, Mitchell P.
Call Number
658.4092 23
Publication Date
2010
Summary
There are many misconceptions about how police agencies and other public sector organizations operate. Policing is a business, and the business of policing is subjected to the same universal rules of business and leadership whether you are in police work or in industry. Leadership is leadership and management is management and the principles are the same. This book is about being an effective leader and about change- personal change, intellectual change, process change, organizational change, and personal growth and development. Part One focuses on communication and leadership actions and what.
Format:
Electronic Resources
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0.0598
by
Judge, William Q.
Call Number
658.406 22
Publication Date
2011
Summary
Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach taken by the leader or leaders is to direct or control the organization's reaction on a monthly, weekly, or even daily basis. This approach is stressful and overwhelming for executive leaders, makes middle managers feel torn between honoring their senior leaders and listening to the demands of frontline employees, and is alienating for frontline employees. This approach is hardly a prescription for the pursuit of excellence, and does not enable the organization to be sufficiently agile or nimble to cope with the "white water" conditions in which the organization typically finds itself.
Format:
Electronic Resources
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0.0539
by
Culbert, Samuel A.
Call Number
650.13 21
Publication Date
2001
Summary
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser. Don't Kill the Bosses! reveals the trap created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions. Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
Format:
Electronic Resources
Relevance:
0.0477
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