CONTENTS
Preface to the Third Edition = ⅲ
Preface to the Second Edition = ⅴ
Preface to the Frist Edition = ⅸ
1. Introduction to Organizational Behavior in the Public Sector = 1
Introduction = 1
Choosing a Unit of Analysis = 2
Organizational behavior = 2
Organizational Theory = 4
Public versus Private Organizations = 6
The Role of Government in American Society = 9
Controlling Externalities = 11
Providing Public Goods = 13
Insuring Equity = 13
Providing a Framework for Law and Order and Economic Stability = 15
Public Organizations : Economic Differences = 16
Differences in Problems Faced by Public and Private Organizations = 20
The Structure of the Book = 21
References and Additional Reading = 23
2. Approaches to Organization Theory = 26
History of Organizations = 27
Railroads and Modern Organizations = 28
The Classical Approach = 30
The Human Relations Approach = 36
The Decision-Making Approach = 38
The Neo-Human Relations Approach = 43
The Systems Approach = 45
Bureaucratic Politics Approach = 47
Conclusion = 52
References and Additoinal Reading = 52
3. motivation in Organizations = 56
Introduction = 56
Motivation in Context = 56
Basic Motivation Theory = 59
The Cognitive Approach = 60
Drive or Tension Reduction Theory = 61
Expectancy Value Theories = 63
Human Growth and Development Theory = 64
The Acognitive Approach = 66
Motivation in the Workplace = 68
Applications Deriving from the Cognitive Tradition = 68
Applicatoins Deriving from the Acognitive Tradition = 77
Intrinsic versus Extrinsic Motivation = 78
Managerial Implications = 81
Endnote = 83
References and Additional Reading = 83
4. Leadership = 89
Leadership versus Management = 92
The Trait Approach to Leadership = 93
Leadership Traits : Do They Lead to Organizational Effectiveness? = 96
Behavioral Approaches to Leadership = 97
Participatory Leadership Behavior = 98
Social／Task Leadership Behavior = 100
Instrumental Leadership Behavior = 103
Contingency Approaches to Leadership = 106
Contingency Theory : Hersey and Blanchard's Situational Leadership Theory = 108
Transformational Leadership = 110
Managerial Implications = 113
References and Additional Reading = 115
5. Role Behavior : Individuals and Groups = 123
Role Conformity = 127
The Dynamics of Conformity and Exclusion = 130
The Positive Functions of Conformity = 133
The Negative Functions of Conformity = 134
Role Confilct =137
Psychological Dimensions of Role Conflict = 140
Deviance = 141
Managing Organizational Roles = 142
Informal Organization = 144
Informal Organization as a Threat = 144
Informal Organization as an Opportunity = 146
Informal Organization : A Summary = 147
Managing Role Change = 147
Managerial Implicatons = 149
Endnotes = 151
References and Additional Reading = 152
6. Communication = 160
Communication as a Process = 162
Verbal Communication = 167
Nonverbal Communication = 171
Vertical and Horizontal Communication = 174
Listening = 180
The Communication Audit = 183
Managerial Implicatoins = 186
References and Additional Reading = 187
7. Decision-Making = 195
Planning and Rational Models of Decision-Making = 197
The Conservative Critique of Planning = 200
Herbert Simon and Decision-Making Theory = 205
Critics and Revisionists = 207
Planning and Participatory Approaches to Decision-Making = 211
Research on Group Decision-Making = 214
The Delphi Method, the Nominal Group Technique, and Computer Mediated Communication = 217
Managerial Implications = 221
Endnote = 224
References and Additional Reading = 224
8. Worker Participation and Total Quality Management = 233
Total Quality Management (TQM) = 235
Forces that Inhibit the Spread of TQM and Participatory Management in Government = 243
Forces Favoring the Spread of TQM and Participatory Management in Government = 249
Managerial Implications = 255
References and Additional Reading = 256
9. Organizational Change = 265
Organizational Culture = 265
Organizational Climate = 269
Structure, Technology, and Environment = 270
Organizational Learning and Organizational Change = 273
Managerial Change Strategies = 276
Basic Points About Managing Change = 277
Managerial Implications = 279
References and Additional Reading = 281
10. Management Systems = 286
Public Sector Applications of Management Systmes = 290
Design Concerns in Management Control Systems = 291
The Relevance of Research Design to Control Systems = 297
How Research Design Fits in = 298
The Implementation of Management Systems = 300
Management Implicatoiins = 306
References and Additional Reading = 307
11. Information, Computers, and Organization Theory in Public Management = 311
Policy Studies versus Organization Theory = 312
Typological Frameworks as Organization Theory = 313
Stages-of-Growth Theories of MIS = 314
Political Process Models = 319
Economic Theories of MIS = 324
Public Goods Theory of Information Systems = 326
Social Impact Research as Organization Theory = 329
The Communication and Control Perspective = 332
Conclusion = 334
Management Implicatoins = 335
Endnotes = 336
References and Additional Reading = 338
12. Performance Appraisal = 347
Organizational Needs : Evaluating Performance = 349
Objectives of Performance Appraisal Systems = 354
Context Factors Affecting Performance Appraisal = 357
Performance Appraisal Techniques : A Survey = 358
Management by Objectives = 362
Behaviorally Anchored Rating Scales = 364
Managerial Implications = 370
References and Additional Reading = 371
13. Management Ethics = 377
Ethics Defined = 380
Approaches to Ethical Analysis = 382
Nature of Obligation : Negative of Affirmative = 385
The Kew Gardens Principle : Between Avoiding Injury and Doing Good = 387
Affirmative Obligation : Doing Good = 389
Source of Regulation : Internal or External = 390
Matrix Summarizing Dimensions of Variation and Their Interaction = 393
Managerial Implications = 393
Endnotes = 394
References and Additional Reading = 394
Index = 399
