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• COVER
• TITLE PAGE
• COPYRIGHT
• FIGURES AND TABLES
• PREFACE
• Audience
• Organization
• Acknowledgments
• THE AUTHORS
• PART ONE: THE DYNAMIC CONTEXT OF PUBLIC ORGANIZATIONS
• CHAPTER ONE: THE CHALLENGE OF EFFECTIVE PUBLIC ORGANIZATION AND MANAGEMENT
• Toward Improved Understanding and Management of Public Organizations
• General Management and Public Management
• Ineffective Public Management?
• Effective Public Management
• Organizations: A Definition and a Conceptual Framework
• Instructor’s Guide Resources for Chapter One
• Notes
• CHAPTER TWO: UNDERSTANDING THE STUDY OF ORGANIZATIONS: A HISTORICAL REVIEW
• The Systems Metaphor
• Classical Approaches to Understanding Organizations
• Reactions, Critiques, and Subsequent Developments in Analysis of Organizations and the People in Them
• More Recent Developments in Organization Theory and Research
• The Role of Public and Nonprofit Organizations and Their Management in Organization Theory
• Instructor’s Guide Resources for Chapter Two
• CHAPTER THREE: WHAT MAKES PUBLIC ORGANIZATIONS DISTINCT
• The Generic Tradition in Organization Theory
• The Importance of Avoiding Oversimplification
• Public Organizations: An Essential Organization/Distinction
• The Meaning and Nature of Public Organizations and Public Management
• Problems and Approaches in Public–Private Comparisons
• Common Assertions About Public Organizations and Public Management
• Instructor’s Guide Resources for Chapter Three
• Note
• CHAPTER FOUR: ANALYZING THE ENVIRONMENT OF PUBLIC ORGANIZATIONS
• General Dimensions of Organizational Environments
• Research on Environmental Variations
• Recent Trends in Research on Organizational Environments
• The Political and Institutional Environments of Public Organizations
• Instructor’s Guide Resources for Chapter Four
• CHAPTER FIVE: THE IMPACT OF POLITICAL POWER AND PUBLIC POLICY
• Instructor’s Guide Resources for Chapter Five
• PART TWO: KEY DIMENSIONS OF ORGANIZING AND MANAGING
• CHAPTER SIX: ORGANIZATIONAL GOALS, EFFECTIVENESS, AND PERFORMANCE
• General Organizational Goals
• Goals of Public Organizations
• Behavioral Theories of Organizational Decision Making: Changing Perspectives on Organizational Goals
• Toward Diverse, Conflicting Criteria
• Approaches to Organizational Effectiveness
• Effectiveness in Organizational Networks
• Managing for High Performance
• Instructor’s Guide Resources for Chapter Six
• Notes
• CHAPTER SEVEN: FORMULATING AND ACHIEVING PURPOSE: POWER, DECISION MAKING, AND STRATEGY
• Power and Politics Inside Organizations
• Decision Making in Organizations
• Strategic Management
• The Miles and Snow Typology
• Issues for Managers and Researchers
• Instructor’s Guide Resources for Chapter Seven
• CHAPTER EIGHT: ORGANIZATIONAL STRUCTURE, DESIGN, TECHNOLOGY, INFORMATION TECHNOLOGY, AND SOCIAL MEDIA
• Do Public Organizations Have Distinctive Structural Characteristics?
• The Development of Research on Structure
• Structural Dimensions and Influences
• Organizational Design
• Major Design Alternatives
• Organizational Structures in Public Organizations
• Information Technology and Public Organizations
• Social Media and Public Management
• Instructor’s Guide Resources for Chapter Eight
• CHAPTER NINE: UNDERSTANDING PEOPLE IN PUBLIC ORGANIZATIONS: MOTIVATION AND MOTIVATION THEORY
• Motivation and Public Management
• The Context of Motivation in Public Organizations
• The Concept of Work Motivation
• Motivation Practice and Techniques
• Incentive Structures and Reward Expectancies in Public Organizations
• Self-Reported Motivation Among Public Employees
• Instructor’s Guide Resources for Chapter Nine
• CHAPTER TEN: UNDERSTANDING PEOPLE IN PUBLIC ORGANIZATIONS: VALUES, INCENTIVES, AND WORK-RELATED ATTITUDES
• Attempts to Specify Needs, Values, and Incentives
• Other Important Work-Related Attitudes
• Motivation-Related Variables in Public Organizations
• Representative Bureaucracy: Why the Social Origins of Public Employees Matter
• Workforce Diversity
• The Challenge of Stimulating Motivation and Positive Work Attitudes in Public Organizations
• Instructor’s Guide Resources for Chapter Ten
• Note
• CHAPTER ELEVEN: LEADERSHIP, MANAGERIAL ROLES, AND ORGANIZATIONAL CULTURE
• Leadership Theories in Management and Organizational Behavior
• The Nature of Managerial Work and Roles
• Transformational Leadership
• Charismatic Leadership
• Leadership and Organizational Culture
• Leading Cultural Development
• Leadership and Management in Public Organizations
• Does Context Affect Performance and Behavior?
• Effective Leadership in Government
• Instructor’s Guide Resources for Chapter Eleven
• CHAPTER TWELVE: TEAMWORK: UNDERSTANDING COMMUNICATION AND CONFLICT IN GROUPS
• Groups in Organizations
• Communication in Organizations
• Conflict in Organizations
• Managing Groups, Communication, and Conflict in Organizations
• Special Considerations for Public Organizations
• Instructor’s Guide Resources for Chapter Twelve
• PART THREE: STRATEGIES FOR MANAGING AND IMPROVING PUBLIC ORGANIZATIONS
• CHAPTER THIRTEEN: MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT
• Relatively Natural Change: Organizational Life Cycles
• Large-Scale Planned Change
• Organization Development
• Success and Failure in Large-Scale, Planned Organizational Change
• Instructor’s Guide Resources for Chapter Thirteen
• CHAPTER FOURTEEN: ADVANCING PUBLIC MANAGEMENT THROUGH COLLABORATION
• Reform Movements: Forerunners to Collaborative Governance
• From NPM to Collaborative Governance
• The Literature on Collaboration
• Instructor’s Guide Resources for Chapter Fourteen
• Notes
• REFERENCES
• NAME INDEX
• SUBJECT INDEX
• END USER LICENSE AGREEMENT