Answering the question of why management reforms over the past century have failed on their own terms, this book examines the existence of conflicting forms of knowledge within public bureaucracies, how these contradictory perspectives interact (or fail to interact), and the ways in which these systems preserve managerial efforts to control work
Answering the question of why management reforms over the past century have failed on their own terms, this book examines the existence of conflicting forms of knowledge within public bureaucracies, how these contradictory perspectives interact (or fail to interact), and the ways in which these systems preserve managerial efforts to control work
David G. Carnevale is a professor emeritus from the University of Oklahoma. He is former international union director for AFSCME-AFL-CIO, operations administrator of the California State Employees Association, and executive director of the Maine State Employees Association. He is author of Trustworthy Government: Leadership and Management Strategies for Building Trust and High Performance, and Organization Development in the Public Sector. Dr Carnevale is a practiced mediator and a Vietnam veteran. Camilla Stivers spent two decades as a staff member in community-based publicly funded organizations. She taught public and nonprofit administration at The Evergreen State College, Olympia, Washington, and the Levin College of Urban Affairs at Cleveland State University, where she held the Albert A. Levin chair in public service and urban studies. She is the author or co-author of six additional books. She is a fellow of the National Academy of Public Administration and a former associate editor of Public Administration Review.
Inhaltsangabe
Introduction Part I: The Pyramid Chapter 1: The Failure of Management Reforms: A History Chapter 2: Knowing in the Public Organization: The Pyramid of Knowledges Chapter 3: What Workers Know: Felt Sense at the Front Line Chapter 4: What Managers Know: The Power of the Concept Chapter 5: What Executives Know: Expertise at "Being Governmental" Part II: The Pyramid in Action Chapter 6: The VA Case: Knowledge and Power in a Service Bureaucracy Sequel: The Engagement Board Attachment: The VA Summit Planning Form Epilogue: The Knowledge Approach to Research Part III: The Circle Chapter 7: Introduction: From Pyramid to Circle: The Power of Facework Chapter 8: The Logic of Reasonableness: Experience, Judgment and Dialogue in Administrative Practice Chapter 9: The Dialogic Circle, Conflict Resolution and Collective Bargaining Chapter 10: Circles of Trust in Public Pyramids Chapter 11: Authentic Ethics in the Bureaucracy Chapter 12: Competing Knowledges and Public Service Education
Introduction Part I: The Pyramid Chapter 1: The Failure of Management Reforms: A History Chapter 2: Knowing in the Public Organization: The Pyramid of Knowledges Chapter 3: What Workers Know: Felt Sense at the Front Line Chapter 4: What Managers Know: The Power of the Concept Chapter 5: What Executives Know: Expertise at "Being Governmental" Part II: The Pyramid in Action Chapter 6: The VA Case: Knowledge and Power in a Service Bureaucracy Sequel: The Engagement Board Attachment: The VA Summit Planning Form Epilogue: The Knowledge Approach to Research Part III: The Circle Chapter 7: Introduction: From Pyramid to Circle: The Power of Facework Chapter 8: The Logic of Reasonableness: Experience, Judgment and Dialogue in Administrative Practice Chapter 9: The Dialogic Circle, Conflict Resolution and Collective Bargaining Chapter 10: Circles of Trust in Public Pyramids Chapter 11: Authentic Ethics in the Bureaucracy Chapter 12: Competing Knowledges and Public Service Education
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