SUBJECT INDEX
A
Accenture Public Sector Value Model
Achievement-oriented leadership style
Action research (Lewin)
Active management by exception
Administrative authority and leadership practices, public organizations
Administrative Behavior (Simon)
Administrative changes
Administrative management, designing in government
Administrative management school; principles of
Administrative Procedures Act
Administrative survivors
Affective motives
Affiliation commitment
Affordable Health Care Act (Obamacare)
Agency power
Agency scorecards, issued by U.S. Office of Management and Budget
Agenda-setting process, difficulty in predicting and understanding
Anticipatory government
Arbiter communities
Attentive publics, defined
Attribution theories
Authority-obedience management
B
Balanced Scorecard; issues raised by; model for assessing federal procurement system; and organizational development of goals/measurements/initiatives; public sector applications of
Behavior modification; for applying principles of operant conditioning; defined; and organizational behavior modification approach; outcomes reinforcement, emphasizing; success of; techniques for changing behavior
Behavioral Theory of the Firm (Cyert/March)
Benchmarks scales
Blake and Mouton’s managerial grid approach
BNL, See Brookhaven National Laboratory (BNL)
Bonus and award systems
Boston Consulting Group, portfolio model
Bounded rationality
Broadbanding and paybanding systems
Brookhaven National Laboratory (BNL); administrative structure, change in; Relativistic Heavy Ion Collider facility; scientific research priorities, controls/influences relative to; tritium leak; Web-based training programs in laboratory procedures
Brookings Institution conference
Brownlow Committee
Bureau of Apprenticeship and Trades (BAT)
Bureaucratic organizations; mechanistic organizations as
Bush, G.W., administration; and aide to secretary of HUD; Freedom to Manage legislation; management improvement efforts; President’s Management Agenda
Business managers, and organizational rules
C
Calculative commitment
Caretaker communities
Carter administration: proposed zero-based budgeting techniques of; and reform of the U.S. civil service system
Catalytic government
Centers for Disease Control (CDC), and human subjects’ review of proposals
Charismatic leadership; attributional theory of; effect on followers; internalization of leaders’ values and beliefs in; leader’s behaviors and skills; nature and appropriateness of; self-concept theory of
Chief executive; appointments; budgeting authority; executive staff offices; formal power; policy initiatives and executive orders; and political authority
Chief human capital officer, appointment of
Chief information officers (CIOs), and development and maintenance of IT and information systems
Citizens, individual, and political authority
City councils, committee structure of
City managers, professionalization of
Civil Service Reform Act (1978)
Classic theories of organization
Classical diffusion model
Clinton administration. See National Performance Review: federal employment reductions of
Coercive isomorphism
Coercive power
Cognitive resource utilization theory: conditions for directive leaders’ performance on; defined; as extension of Fiedler’s contingency theory; and leader behavior impact on group performance
Collaboration: and conflict; defined; forms of; in public management; in public policy process, and networks
Collaborative networks
Committees, congressional
Communication in organizations; assessments and audits; culture; managing; problems; roles; subformal
Communitarians
Community-owned government
Competing values framework, to organizational goals
Competitive analysis
Competitive government
Conflict; aftermath; bases of; collaboration; compromise; escalation; felt; in for-profit (FP) and not-for-profit (NFP) organizations; latent; managing; manifest; organizational; outcomes; perceived; stages/modes; suppression; types of
Confrontation meeting
Congressional oversight
Consolidated Omnibus Budget Reconciliation Act (COBRA)
Constituent groups
Consumption communities
Content theories of motivation; need for equity; needs for achievement/power/affiliation; needs hierarchy; Theory X and Theory Y; two-factor theory
Context, effect on performance/behavior
Contingency theory; concentrated on environmental uncertainty; criticisms and controversies of; driving logic for; environmental dimensions for; extensions of; of leadership (Fiedler); and open-systems approaches; primary contingencies affecting organizational structure in
Contingent reward
Contracting out, See also Privatization: conditions for
Controlling groups, incentives for
Cosmopolites
Counterbiasing
Country club management
Court system, and political authority
Courts and legislative process: authority of; and bureaucratic power; and compromise among diverse interests; influence on agency operations; influences of laws and regulations on; new partnership between judges and public managers
Creating Public Value: Strategic Management in Government (Bozeman)
Cultural conditions, organizational environments
Cultural development, leadership in
Cultural roots framework, for analysis of public organizations (Khademian)
Culture(s): assessing; communication of; conceptions and dimensions of; language; leadership in cultural development; narratives; practices/special events; symbols, use of; variations among
Customer-driven government
D
Decentralized government
Decision making in organizations; garbage can model of; incremental processes; participative (PDM); political influences on; in public organizations; rational models; and strategic planning
Decline and death of organizations. See also Organizational death; and cutback management; environmental entropy; responses to; vulnerability and loss of legitimacy
Delphi technique
Democratic elections, and direct implications for organizations
Demographic conditions, organizational environments
Directive leadership style
E
Ecological conditions, organizational environments
“Economic man”
Economic markets: absence of, for outputs of public bureaucracy; and public bureaucracy
Economics
EEO Coordinating Commission
Effective public organizations. See Public organizations
Elected officials, and effective management of agencies
Elites, incentives for
Employee participation, incentives for
Encounter groups
“End run” model, of civil servants and legislators
Enterprising government
Environmental scanning
Equal employment opportunity (EEO) initiatives
Equity theory (Adams)
Exchange commitment
Executive roles
Expectancies
Expectancy theory; formulations for
Expert power
External incentive
Extrinsic rewards
F
Felt conflict
Fixed schedule of reinforcement
Forest Ranger, The (study)
Formal authority; committees; legislation; oversight; power of the purse
Functions of the Executive, The (Barnard)
G
Gain-sharing plans
Garbage can model; defined
Gatekeepers
General Accounting Office
General incentives
General management; functions of; and organizational concepts
General organizational goals; clarification of; sets of
General public opinion, and political authority
Generalist managers
Generic tradition
Goal ambiguity, in public agencies
Goal approach, to organizational goals
Goal-setting theory
Goals: clarification of; defined; general organizational; goal and action competencies; official; operative; organizational; of public organizations; short-term/long-term, conflict between
Government 2.0, use of term
Government Accountability Office (GAO)
Government agencies: as overseers/allies/competitors; and political authority
Government bureaus, and information leakage
Government employees, work effort/satisfaction
Government managers, and organizational rules
Government movement, reinventing
Government Performance and Results Act (GPRA)
Government Performance Project (GPP); conceptual framework of
Government, political rationales for
Grace Commission
Group dynamics/processes
Groups in organizations: advantages/disadvantages of; contexts; formation of; groupthink; managing; norms; outcomes; roles; structures
Growth communities
H
Harvard Policy and Stakeholder model of strategic planning
Hawthorne studies
High-performance organizations
High-performance work systems
Homeland Security, Department of: debate about; debate over the design of; federal agency requirements for; formation of
Homogeneity principle
Hoover Commission
Human capital, as payoff for performance
Human capital movement
Human needs and values, complexity of
Human relations school
Human resource and internal process models, for assessing organizational effectiveness
Human resource changes
Humanitarians
Hygiene factors
I
Idealized influence, as transformational behavior
Identification commitment
Impoverished management
Improved performance appraisal systems
Incentives: and attitudes toward money, security and benefits, and challenging work; defined; economies of; extrinsic; general; intrinsic; material; and organizational-member needs; in organizations; in public management; purposive; solidary; specific; types of
Incremental decision-making processes; development phase; garbage can model; identification phase; logical incrementalism; mixed scanning; within organizations, model of; selection phase
Individualized consideration, as transformational behavior
Inducements-contributions equilibrium
Informal legislative influences
Information technology, See also Social media; Government 2.0, use of term; social media; Web 2.0, use of term
Innovation; attributes affecting implementation; in public and nonprofit organizations; resistance to change; types of change
Inspirational motivation, as transformational behavior
Institutional isomorphism
Instrumental motives
Intellectual stimulation, as transformational behavior
Intendedly rational managers
Interest groups: activities; and political authority
Intermittent reinforcement
Internal Revenue Service (IRS); operating divisions; shared services division
Interval schedule of reinforcement
Intrinsic rewards
Iron triangle analogy
Iron triangles, defined
Issue networks
J
Job involvement, and motivation
Job satisfaction; consequences of; determinants of
L
Latent conflict
Leader match procedure (Fiedler)
Leader-member exchange (LMX) theory of leadership
Leader-member relations
Leadership: in government; and organizational culture; paying attention to
Leadership and Administration (Selznick)
Least preferred coworker (LPC) scale
Legal conditions, organizational environments
Legislative bodies. See also Formal authority; formal authority; informal influence; limits on legislative power; and political authority
Legitimate power
Liaison roles
Life-cycle theory
Logical incrementalism
Low-ratio reinforcement schedule
M
“Madisonian systems”
Malcolm Baldrige National Quality Award Program
Management; defined; and organization theory; paying attention to; stability of; use of term
Management by objectives (MBO)
Management of Innovation, The (Burns/Stalker)
Management skill topics
Management theory, major 20th-century developments in
Managerial capacity
Managerial networking
Managerial work/roles
Manifest conflict
Market-oriented government
Mass publics: defined; and public opinion
Material incentives
Media power, See also News media
Merit pay
Miles and Snow typology; analyzers; centralization studies; defenders; and government enterprises; prospectors; and public organizations; reactors; and representative bureaucracy; strategic action; strategic stance; strategy content; and workforce diversity
Mimetic isomorphism
Mission-driven government
Motivation. See also Work motivation; affective motives; classifying theories of; content theories; defined; extrinsic; human needs and values, complexity of; human values as basic components of; incentive structures and reward expectancies in public organizations; incentives, types of; instrumental motives; intrinsic; job involvement; job satisfaction; to join an organization/to work well; measuring/assessing; norm-based motives; and organizational commitment; and organizational goal clarity; patriotism of benevolence; practice/techniques; process theories; professionalism; and public management; in public management; in public organizations; in public organizations, context of; for public service; public service motivation (PSM); recent directions in motivation theory; rival influences on performance; and role ambiguity; and role conflict; role conflict and ambiguity; self-reported; stimulating; as an umbrella concept; work motivation, concept of; and work satisfaction
Motivators
Motive, defined
N
National Association of Schools of Public Affairs and Administration
National Organizations Survey (NOS)
National Performance Review (NPR)
National Public Management Research Conferences
National Taxpayer’s Union
National Training Laboratory
Nature of Managerial Work, The (Mintzberg)
Need, defined
Need for equity (Adams)
Needs for achievement/power/affiliation (McClelland)
Needs hierarchy (Maslow)
Negative reinforcement
Networking
Networks: collaborative; defined; governance/effectiveness; leadership networking; nature of; negative implications of; policy; prevalence of
New Public Management movement
News media: government, scrutiny of; managing relations with; media attention; and political authority; power of; unfavorable press coverage
Non-routine tasks, organizations with
Nonprofit organizations, innovation in
Norm-based motives
Normative commitment
Normative isomorphism
O
Obama administration: appointment of the first federal government CIO; Obamacare; Transparency and Open Government memorandum
Office of Management and Budget (OMB)
Official goals
Ohio Bureau of Mental Retardation, deinstitutionalization policy
Ohio State leadership studies
One master
Open-systems approaches
Operant conditioning theory; concepts/principles of
Operant extinction
Operative goals
Opinion leaders
Organization development (OD); action research model, phases of; assumptions; consultants/change agents; effects and controversies; intervention techniques; interventions and change processes; practitioner values; projects; in the public sector
Organization theory; adaptive systems and contingency theory; defined; extensions to; generic tradition in; major 20th-century developments in
Organizational analysis, conceptual framework
Organizational behavior; attribution models; charismatic leadership; cognitive resource utilization theory; contingency theory of leadership (Fiedler); defined; leader-member exchange (LMX) theory of leadership; leadership and organizational culture; leadership theories in management and; life-cycle theory; managerial grid approach (Blake and Mouton); managerial work/roles/skills; Ohio State leadership studies; operant conditioning theory; path-goal theory of leadership; social learning theory; trait theories; transformational leadership; Vroom-Yetton normative model
Organizational behavior modification (OB Mod)
Organizational change; case reviews; conditions for change in a federal agency; decline and death; innovation; large-scale planned organizational change, success/failure in; modularization of claims processing in the Social Security Administration; “O Area” reforms in State Department; patterns of success; in public sector, determinants of success; revitalization in public agencies; stages of organizational life; transformation steps
Organizational commitment
Organizational contingencies
Organizational culture; assessing; communication of; conceptions and dimensions of; language; and leadership; leadership in cultural development; narratives; practices/special events; symbols, use of; variations among
Organizational decline and death; and cutback management; environmental entropy; responses to; vulnerability and loss of legitimacy
Organizational effectiveness; models for assessing
Organizational environments: cultural conditions; demographic conditions; descriptive and analytical dimensions of; ecological conditions; economic conditions; environmental variations, research on; general dimensions of; general environmental conditions; legal conditions; political conditions; technological conditions; trends in research on; use of term
Organizational goals; Balanced Scorecard; clarification of; competing values approach; dimensions/measures; effectiveness dimensions for educational institutions; general; goal ambiguity; goal approach; Government Performance Project (GPP); human resource and internal process models; managing goals and effectiveness; participant-satisfaction models; systems-resource approach
Organizational life cycles
Organizational networks, effectiveness in
Organizational psychology
Organizational sociology
Organizational structure: characteristics; development of research on; dimensions/influences; organizational design; in public organizations
Organization(s); administrative management school; bureaucracy, as an ideal construct; bureaucratic form of; classic theories of; decision making in; defined; Hawthorne studies; historical developments; inducements-contributions equilibrium; power and politics inside; scientific management; systems metaphor; Theory X and Theory Y
Organizations, groups in; organizational life cycles
Organizations in Action (Thompson)
Organizations (March/Simon)
O’Toole-Meier formal theory of public management
Oversight
P
Participant-satisfaction models, for assessing organizational effectiveness
Participative decision making (PDM)
Participative leadership style
Participative management and decision making
Partnership for Public Service
Passive management by exception
Path-goal theory of leadership
Patriotism of benevolence
Patriots
Pay-for-performance systems
Paybanding systems
Perceived conflict
Performance management and PART
Performance Management and Recognition System (PMRS)
Performance measurement, systems and procedures for
Policy communities, and political authority
Policy networks
Policy subsystems; and political authority
Political and institutional environments of public organizations; competence values; constitutional provisions; general institutions and values of the political economy; major components and dimensions; responsiveness values
Political authority; formal powers/bases of influence
Political conditions, organizational environments
Political economy: competence values; Constitutional provisions; general institutions and values of; responsiveness values
Political environment, public managers’ perceptions of
Political science
Polyarchy, defined
Porter Needs Satisfaction Questionnaire
POSDCORB (acronym)
Position power of the leader
Positive reinforcement
Power and politics, inside organizations
Power, in public organizations
President’s Management Agenda
Privatization; environment; goals/values; leadership/strategy/culture; managing; performance and effectiveness; pitfalls/ironies; in policy areas; process; structure
Process strategies
Process theories of motivation; behavior modification; expectancy theory; goal-setting theory; operant conditioning theory; social learning theory
Product and service changes
Professionalism
Profit-sharing
Program Assessment Rating Tool (PART)
Program loyalists
Program zealots
Project ACORD (Action for Organizational Development)
Public administration
Public agencies; goal ambiguity in; management procedures
Public bureaucracies, efforts to control
Public management: collaboration in; common assertions about; distinctive characteristics of; education and research issues; effective; effective, advancing; effective, examples of; and employee motivation; “end run” model; environmental factors; and general management; incentives in; ineffective; influence of; managerial capacity; measuring/modeling; and motivation; motivation in; networking; networks and collaboration in; organization-environment transactions; organizational roles and structures/processes; practical lessons for public managers; values in
Public opinion: and agencies/policies/officials; ambivalence and paradoxes in; and mass publics; and political authority
Public organizations. See Information technology; Motivation/motivation theory; Organizational environments: administrative authority and leadership practices; advancing effective management in; agencies/enterprises as points on a continuum; agencies, enterprises, and hybrid organizations; collaboration in; common assertions and research findings; contracting out; corporate excellence profiles; defining; distinctive characteristics of; distinctive nature of; economic authority; effective, examples of; effectiveness of; environment of, analyzing; environmental factors; general characteristics of; general managerial roles; goals of; government movement, reinventing; incentive structures and reward expectancies in; incentives; influence of administrative officials; and information technology; innovation in; leadership/management in; management of; and management researchers/consultants; meaning and nature of; meaning/nature of; motivation-related variables in; National Performance Review (NPR); organization-environment transactions; and organization theory; organizational and individual performance; organizational roles/structures/processes; organizational structure; ownership/funding; performance management and PART; performance measurement; performance of; political and institutional environment of; political and institutional environments of; political authority; political influences on decision making; political rationales for government.; politics and markets; power in; President’s Management Agenda; private organizations vs.; privatization; Program Assessment Rating Tool (PART); and public; public and private ownership and funding; public authority; public values; publicness; purpose of; Reinventing Government movement; relative power of; research on; sectors, blurring of; sequestration of federal funds; special considerations for; strategic decision making, conditions for; strategic decision-making processes; structural characteristics; Total Quality Management (TQM); understanding; work-related attitudes/behaviors
Public policy process; agenda-setting process/agenda garbage can; functions/policy domains of government activity; networking; networks and collaboration in; policy subsystems
Public-private comparisons; common assertions about; problems/approaches in
Public service; motivation for
Public service motivation (PSM); affective motives; communitarians; humanitarians; instrumental motives; and “mission valence”; motivation crowding hypothesis; patriotism of benevolence; patriots; public service conceptions; samaritans
Public values: Accenture Public Sector Value Model; concept of; creating; identifying; and public interest (Bozeman)
Public Values and Public Interest (Bozeman)
Publicness of an organization
Punishment
Purpose: formulating/achieving; formulating and achieving
Purposive incentives
Q
Quality Circles (QCs)
Quality of Work Life (QWL) programs
Quasi-stationary equilibrium
R
Ratio schedule of reinforcement
Rational decision-making models; bounded rationality; contingency perspectives on decision making; intendedly rational managers; limits of rationality; in public organizations; rationality assumptions and the behaviors of public managers and officials
Referent power
Reinforcement; schedules of; types of
Reinventing Government (Osborne/Gaebler)
Reinventing Government (REGO): movement; strategies for
Representative bureaucracy, and Miles and Snow typology
Resistance to change
Results-oriented government
Reward power
Role ambiguity; defined
Role conflict; defined
Routine tasks, organizations with
S
Samaritans
Satisficing
Scalar principle (Mooney)
Scientific management
Sectors in public organizations: blurring of; complex interrelations; functional analogies; mixed/intermediate/hybrid forms; oversimplification, avoiding; social role and context analogies
Self-efficacy
Self-reported motivation, among public employees
Senior Executive Service (SES)
Sensitivity groups
Sequestration of federal funds; Congressional dispute over
Social learning theory
Social media; and citizen unrest and protest; constructive chaos stage; control of contributions to; and crime prevention/responses to crimes; e-government; framework for government use of; government use of; and grievance/protest; institutionalization stage; intrapreneurship and experimentation stage; limitations/pitfalls of; and program- and policy-related initiatives; trolls; Turkey’s efforts to expand e-government and use of IT; use, initiating/implementing
Social psychology
Social Psychology of Organizations, The (Katz/Kahn)
Social Security Administration (SSA); performance plan
Solidary incentives
Span of control; conflict with unity of command
Special-interest politics
Specialization
Specific incentives
Stakeholder analysis
Strategic issues management
Strategic management; competitive analysis; logical incrementalism; managerial strategies in the public sector, analytical research on; military strategy; political influences on decision making; prescriptive frameworks for; process strategies; public sector applications; stakeholder management; strategic negotiation; strategic planning systems
Strategic management group (SMG)
Strategic negotiation
Strategic planning systems
Strong tradition. See Generic tradition
Subformal communication
Supportive leadership style
Sustained attention and analysis, challenge of
SWOT analysis
Systems-resource approach, to organizational goals
T
T-groups
Tavistock Institute
Teams. See also Communication; Conflict; examples of; team-based organization; team management
Technical efficiency
Technological conditions, organizational environments
Technology changes
Temporary Assistance for Needy Families Act (1996)
Tennessee Valley Authority (TVA)
Thematic Apperception Test (TAT)
Theory X and Theory Y (McGregor)
Total Quality Management programs
Transactional behaviors
Transformational behaviors
Transformational leadership; transactional leadership compared to
TVA and the Grass Roots (Selznick)
Two-factor theory (Herzberg)
Typology of existence, relatedness, and growth needs (Alderfer)
Typology of human needs (Murray)
U
U.S. Constitution: equal protection and due process implications in; lack of provisions for free-enterprise system in; limits on government and guarantees of citizen rights in; requirement for legal due process in
U.S. Bureau of Prisons
U.S. Department of Health and Human Services
U.S. Department of Labor
U.S. Food and Drug Administration
U.S. Forest Service
U.S. General Accounting Office (GAO)
U.S. Geological Survey
U.S. Internal Revenue Restructuring and Reform Act (RRA98)
U.S. Internal Revenue Service
U.S. Merit Systems Protection Board; periodic federal employee surveys
U.S. Office of Economic Opportunity
U.S. Office of Management and Budget (OMB)
U.S. Office of Personnel Management (OPM)
U.S. Postal Service
U.S. Social Security Administration
U.S. State Department
V
Valences
Values, in public management
Variable schedule of reinforcement
Volcker Commission
Vroom-Yetton normative model
W
Web 2.0, use of term
Whistle-blowing; harsh treatment received by whistle-blowers
Work enhancement
Work motivation; attempts to specify needs, values, and incentives in; enhancement methods; attitudes toward money, security and challenging work in; concepts of values, motives, and incentives in; distinction between higher- and lower-order motives in; extrinsic and intrinsic incentives in; general public service motive and; human values as basic components of; incentives in organizations; and job satisfaction; lists and typologies of needs, motives, values, and incentives; “most important” incentives; observations about their coworkers’ motivation; proxy measures in; superior benefits in public sector; theories of; types of incentives in; typologies in; as umbrella concept
Work satisfaction, and motivation
Workforce diversity, studies focused on