9780761924746

Managing Human Behavior in Public and Nonprofit Organizations

by ; ;
  • ISBN13:

    9780761924746

  • ISBN10:

    0761924744

  • Format: Paperback
  • Copyright: 2001-08-01
  • Publisher: Sage Publications, Inc

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

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Summary

"At last! A textbook on organizational behavior written for students of public administration and nonprofit management. The authors provide a comprehensive presentation of the major topics in organizational behavior from the perspective of life in public organizations. It is filled with useful learning instruments, exercises, cases, and realistic public sector examples that will provide students with a profound understanding of their own behavior and the behavior of others. This will surely enhance their careers in the public service." a??Dr. Jay D. White, University of Nebraska at Omaha "This book is a valuable addition to the literature on public administration and management. It will serve as an excellent text for both current and aspiring public servants. It provides a creative interweaving of the theoretical and practical dimensions of public sector organizational behaviour. Especially notable is the combination of succinct summaries of theoretical material with cases, simulations and other techniques that will make organizational behaviour come alive in the classroom." -Kenneth Kernaghan, Brock University, Editor - International Review of Administrative Sciences, Co-author - Public Administration in Canada "This is the organization behavior textbook that public sector employers wish we would use in our MPA classes! Focusing on getting students to reflect on their current skill levels, it helps them build competency by combining a splendidly clear presentation of the best contemporary theory with a variety of engaging self-tests and activities. Students will enjoy this text because every chapter helps them build skills they can use right away. Professors will value it because they'll never again be asked, a??What's the point of reading this?a??" -Linda deLeon, University of Colorado at Denver "Managing Human Behavior in Public and Nonprofit Organizations is an intellectually superior and illuminating contribution to current literature on effective public management. Students, middle managers, and chief executive officers will all find its accumulated knowledge and practical suggestions both stimulating and beneficial." -Naomi B. Lynn, Chancellor Emeritus University of Illinois at Springfield Managing Human Behavior in Public and Nonprofit Organizations is the first core textbook specifically written for the management and organizational behavior course taught in undergraduate and graduate programs in public administration, particularly in Masters in Public Administration (MPA) programs. Designed to help students develop the skills and understanding they need in order to become effective and responsible public managers, the book covers all of the essential topics in management and organizational behavior from the perspective of public and non-profit management. It focuses on the importance of understanding the behavior, motivations, and actions of individuals in the public service and the distinctiveness of management and leadership in public organizations. Action-oriented, the book is filled with cases, self-assessment exercises, simulations, and evaluative instruments.

Author Biography

Robert B. Denhardt is Professor in the School of Public Affairs at Arizona State University and Visiting Scholar at the University of Delaware Janet Vinzant Denhardt is Professor in the School of Public Affairs at Arizona State University Maria P. Aristigueta is Assistant Professor and Associate Policy Scientist in the School of Urban Affairs and Public Policy at the University of Delaware Kimberly Yee (B.A., Pepperdine University), is Legislative Analyst for the Senate Committee on Education for the Arizona state legislature. She has been an Executive Fellow of the State of California Executive Fellowship Program and worked for the State Superintendent of Public Instruction and the Department of Education. She was a Governor Wilson appointee on the California State Board of Education. A freelance artist and designer, Ms. Yee worked in the contemporary art field at the Frederick R. Weisman Museum of Art in Malibu, California

Table of Contents

Preface xiii
Organizational Behavior as a Way of Thinking and Acting
1(18)
The Roots of Organizational Behavior
9(4)
Some Early History
10(3)
Values and Assumptions of Organizational Behavior
13(2)
Themes and Purposes of This Book
15(4)
Knowing and Managing Yourself
19(38)
Where Do We Begin?
20(2)
Life Experiences
20(1)
Your Lifeline
21(1)
Ways of Thinking
22(9)
Improving Your Sense of Self
24(1)
The Power of Vision
24(1)
Assessing Yourself
25(6)
Ways of Acting
31(2)
Thinking In Action
33(24)
Increasing Self-Knowledge
33(1)
A Vision Statement
33(1)
Laura's Dilemma
34(23)
Fostering Creativity
57(32)
Where Do We Begin?
58(1)
Ways of Thinking
59(20)
Characteristics of Creative Individuals
60(1)
Conceptual Skills and Abilities
61(1)
Creativity as Behavior
61(1)
Creativity as a Process
62(1)
An Intergrated Perspective on Creativity
62(1)
Why Do We Need Creativity in Public Organizations?
63(1)
The Creative Process
64(2)
Roles in the Creative Process
66(2)
Impediments to Creativity
68(1)
Defining the Problem Incorrectly
68(1)
Judging Ideas too Quickly
69(1)
Stopping at the First Acceptable Idea
69(1)
Lack of Support
69(1)
Other Ways of Thwarting Creativity
70(1)
Fostering Creativity in Organizations
70(1)
Challenging Work
71(1)
Supportive Supervision
72(1)
Organizational and Work Group Culture
72(1)
Workload Pressures and Resources
73(1)
Fostering Creativity---Putting It All Together
74(1)
Techniques for Improving Creativity
74(1)
The Idea Box or Matrix Analysis
74(1)
Synectics
75(2)
Mindmapping
77(1)
Enhancing Your Personal Creativity
77(2)
Ways of Acting
79(3)
Thinking in Action
82(7)
Mindmapping Exercise
82(1)
Using Analogies
83(1)
A Creativity Challenge
83(6)
Managing Stress
89(32)
Where Do We Begin?
91(5)
Symptoms of Stress
91(1)
Stress Inventory
92(2)
Sources of Stress
94(1)
Coping With Stress
95(1)
Ways of Thinking
96(16)
The Consequences and Costs of Stress
98(1)
Stress: Good, Bad, and Ugly
99(1)
Sources of Stress on the Job
100(1)
Interpersonal Relationships
101(1)
Role Ambiguity and Conflict
101(1)
Workload
102(1)
Intrinsic Nature of the Work
102(1)
Working Conditions
103(1)
Organizational Environment
103(1)
Home to Work and Back
103(1)
Coping With and Managing Stress
104(1)
Lifestyle Adjustments
105(1)
Attitude Adjustment
106(1)
Social Support
107(1)
Taking Control of Your Time
108(1)
Job Redesign
109(1)
Other Organizational Factors
110(2)
Ways of Acting
112(2)
Thinking in Action
114(7)
Distress at DES
114(2)
Life Balance Exercise
116(5)
Decision Making
121(30)
Where Do We Begin?
124(2)
Generating Alternatives
124(1)
The Horse Grooming Case
124(2)
Ways of Thinking
126(18)
Models of Decision Making
126(1)
The Rational Model
127(3)
The Organizational Process Model
130(2)
The Governmental Politics Model
132(3)
Who Should Be Involved?
135(2)
What Techniques Are Available to Assist You?
137(1)
Focus Groups
137(2)
Brainstorming
139(1)
Cost-Benefit and Cost-Effectiveness Analysis
140(1)
Nominal Group Technique
141(1)
Logic Models
142(1)
Summary
142(2)
Ways of Acting
144(1)
Thinking in Action
145(6)
A Decision-Making Framework
145(1)
Community Health Needs
146(1)
Using the Decision Tree for Levels of Participation
147(4)
Motivating Yourself and Others
151(30)
Where Do We Begin?
155(1)
What Motivates You Now?
155(1)
What Will Motivate You in the Future?
156(1)
Ways of Thinking
156(14)
What Is Motivation?
156(2)
Changing Perspectives on Motivation
158(1)
Need Theories
158(4)
Expectancy Theories
162(2)
Goal-Setting Theories
164(1)
Equity Theories
165(1)
Reinforcement, Reward, and Punishment
166(1)
Participation as a Motivator
167(1)
Motivation and Life Stages
167(1)
Public Service Motivation
168(1)
``Anti-Motivation'' Theories
169(1)
Ways of Acting
170(4)
Thinking in Action
174(7)
SOS in DHS: A Problem of Motivation
174(1)
Staying Motivated
175(6)
Leadership in Public Organizations
181(40)
Where Do We Begin?
183(3)
What Makes a Good Leader?
184(1)
What Is Your Leadership Style?
185(1)
Ways of Thinking
186(25)
Traditional Approaches to Leadership
187(1)
The Trait Approach
187(1)
Leadership Styles
188(2)
The Context of Leadership
190(5)
Contemporary Approaches to Leadership
195(1)
From Traits, to Skills, to Strategies
195(4)
The Transformational Approach
199(3)
Transforming Organizations
202(3)
Values-Based Leadership
205(1)
Leadership in the Public Service
206(1)
Leadership in the Policy Process
207(2)
Leadership in Public Agencies
209(1)
Some Concluding Notes
210(1)
Ways of Acting
211(2)
Thinking in Action
213(8)
Developing a Leadership Autobiography
213(1)
A Debate Topic
213(1)
Transactional Versus Transformational Leadership
214(1)
Assessing Your Leadership Style
215(6)
Power and Organizational Politics
221(34)
Where Do We Begin?
222(2)
Ways of Thinking
224(22)
Early Voices
224(3)
Changing Perspectives on Workers and Organizations
227(1)
Questioning Power and Authority
228(2)
Sources of Power
230(1)
Legitimate Power
231(1)
Reward Power
231(1)
Coercive Power
232(1)
Referent Power
232(1)
Expert Power
233(1)
Recognizing Power and Organizational Politics
234(2)
Balancing Power
236(2)
Structural Aspects of Power
238(1)
Is Power a Positive Force or a Destructive Force?
239(2)
Managing Power and Organizational Politics
241(2)
Empowerment: More Than Delegation
243(2)
Power and the Public Service
245(1)
Ways of Acting
246(3)
Thinking in Action
249(6)
Politics and MBO: A Case Study
250(1)
Observing Organizational Politics
251(4)
Communicating Effectively with Others
255(40)
Where Do We Begin?
261(1)
Ways of Thinking
262(23)
Improving Interpersonal Communication
262(1)
Barriers to Effective Communication
262(4)
Supportive Communication
266(3)
Speaking
269(1)
Persuasive Communication
270(1)
Active Listening
271(4)
Nonverbal Communication
275(2)
Electronic Communication
277(2)
Specialized Forms of Communication
279(1)
Personal Counseling
279(1)
Conducting Effective Meetings
280(2)
Writing Memors, Reports, and Proposals
282(3)
Ways of Acting
285(2)
Thinking in Action
287(8)
An Exercise in Supportive Communication
287(1)
Turmoil in the Community Development Department
288(1)
One-Way Communication Versus Two-Way Communication
289(2)
Trends in Electronic Communication
291(4)
Working in Groups and Teams
295(32)
Where Do We Begin?
298(5)
Assessing Team Performance
298(1)
Getting to Know Your Team
299(3)
Team Agreements
302(1)
Ways of Thinking
303(16)
Types of Teams
305(2)
Imlementing Teams
307(2)
Team Effectiveness
309(3)
Measuring Team Effectiveness
312(3)
Individual Styles and Team Development
315(1)
The Forming Stage
316(1)
The Conforming Stage
317(1)
The Storming Stage
317(2)
The Performing Stage
319(1)
Ways of Acting
319(2)
Thinking in Action
321(6)
A Team-Building Exercise
321(1)
The Case of Guard Uniforms
322(1)
Relocating a State Reformatory School
323(4)
Managing Conflict
327(26)
Where Do We Begin?
330(1)
How Do You Behave During Conflict?
330(1)
How Do Relationships Affect Conflict?
331(1)
Ways of Thinking
331(14)
Theories of Conflict
333(1)
Systems Theory
333(1)
Attribution Theory
334(1)
Social Exchane Theory
334(1)
Sources of Conflict
335(1)
Stages of Conflict
336(3)
Strategies for Negotiation and Conflict Management
339(4)
Conflict and the Public Sector
343(2)
Ways of Acting
345(2)
Thinking in Action
347(6)
Asking Questions
347(1)
Individual Needs
348(1)
Budget Surplus Case Study
348(1)
Parks and Recreation Case Study
349(4)
Organizational Change
353(38)
Where Do We Begin?
356(2)
To Change or Not to Change?
356(1)
Your Orientation Toward Change
357(1)
Discussing Your Experiences With Change
358(1)
Ways of Thinking
358(23)
Approaches to Understanding Change
358(1)
Classic Approaches
358(2)
Organizational Culture
360(3)
Open Systems and Organizational Learning
363(5)
Approaches to Bringing About Change
368(1)
Change Through Management Action or Reorganization
368(3)
Organization Development
371(4)
The Management of Change
375(1)
Steps in Organizational Transformations
376(1)
Change and Innovation in Public Organizations
377(3)
A Final Note on Personal Change
380(1)
Ways of Acting
381(2)
Thinking in Action
383(8)
Reasoning Processes in Organizational Change
383(2)
Leading Change in Local Government
385(6)
Representing the Organization ``On the Outside''
391(32)
Where Do We Begin?
393(2)
Networks and Relationships
393(1)
Working With the Media
394(1)
Ways of Thinking
395(21)
The Traditional Skills of External Relations
396(1)
Developing Effective Relations With the Legislature
396(3)
Working With the Media
399(4)
Making Effective Presentations
403(2)
The New Skills of External Relations
405(1)
Listening to Citizens, Clients, and ``Customers''
405(5)
Involving Citizens in the Work of Government
410(3)
Collaborating With Others
413(3)
Ways of Acting
416(1)
Thinking in Action
417(6)
Improving Relationships With the Legislature
417(1)
Improving Service Quality
418(1)
Community Involvement in Changing Priorities
418(5)
Managing Behavior in the Public Interest
423(20)
Exploring Diversity and Multiculturalism
424(5)
Learning Cultural Awareness
426(1)
Increasing Cultural Competence
426(3)
The Ethics of Managing Change
429(5)
The New Public Service
434(6)
Conclusion
440(3)
Index 443(12)
About the Authors 455

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