Emotional bureaucracy
著者
書誌事項
Emotional bureaucracy
Transaction Publishers, c2011
大学図書館所蔵 全2件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. 251-264) and index
内容説明・目次
内容説明
This study casts doubt on the classic model of bureaucracy and its relevance to developing areas. In particular, Hodder challenges the Weberian distinction between the role of emotion and a modern bureaucracy's impersonal and rational qualities. He suggests that bureaucracies function differently, and offers a different perspective. The focus is the Philippines, but Hodder's conclusions are applicable to other developing areas.
Two main themes are discussed. The first explores the classic Weberian model of bureaucracy. The second concerns ways of thinking about the social features of bureaucracy. The focus is dimensions of bureaucracy that are less dependent upon structure. What emerges is an innovative description of the social world of bureaucracy and its attributes.
Hodder observes that discussions with civil servants and politicians in developing countries suggest that deepening emotion, a strengthening sense of the importance of social relationships, and informality are vital to the emergence of professional and stable organizations. Hodder believes it is possible to account for these social features of bureaucracy by understanding participants' representations and practices.
While these ideas are discussed in the context of the Philippines, they have wider relevance to other states, especially those whose bureaucracies are characterized as weak and personalistic. The author suggests that these characterizations, and possible remedies, may need to be reconsidered. He argues that through informality and emotion, effective and stable organizations can be built: excessive formalism may exacerbate the problems that governments of developing countries are trying to solve. The means to strengthen bureaucracies in developing countries are already available and, rather than be ignored or suppressed, need be identified and encouraged.
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