How do public managers manage? : bureaucratic constraints, organizational culture, and the potential for reform
Author(s)
Bibliographic Information
How do public managers manage? : bureaucratic constraints, organizational culture, and the potential for reform
（The Jossey-Bass public administration series）
Jossey-Bass, c1995
1st ed
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Note
Includes bibliographical references (p. 285-294) and index
Description and Table of Contents
Description
Based on a study of four federal agencies - including interviews with over 100 public managers - "Management Style and Organizational Culture" is a detailed analysis of the effect of organizational culture on managers' behaviour. This book offers a practical understanding of how government managers solve problems, manage personnel, and plan in the face of bureaucratic constraints.
Table of Contents
Introduction: Bureaucratic Constraints, Administrative Coping Strategies, and the Potential for Reform Part One: The World of the Public Manager 1. Varieties of Organization: Four Cases 2. The Different Roles of Public Managers Part Two: How Public Managers Cope with the Civil Service System 3. The Personnel Office: FriAnd or Foe? 4. The Labyrinth of the Hiring Process 5. Addressing Performance Problems Part Three: The Budgetary Imperative 6. The Position Classification System: A Budgetary Control Systems in Disguise 7. Coping with Celings, Freezes, and Reductions in Force Conclusion: Loosening Constraints and Changing Culture:The Potential for Reform.
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