Too many colleges and universities continue to remain archaic in their outdated administrative structures anchored in faculties that are too self-satisfied and too self-centered to take a lead in ...bringing about mutual accountability systems and behaviors on their respective campuses. More specifically, numerous liberal arts colleges continue to spend too much time looking inward, planning too much from memory rather than from imagination, suffer from faculty hubris and indifference, and do not demonstrate the market sophistication needed to be viable and visible, let alone excellent, in the changed economic world of the past decade. Therefore, in order to accentuate the contextual anchors, communication techniques, practical realities, benchmark comparabilities, sophisticated interdependence, marketing concepts, and mutual accountability required to move beyond mere survival, this article will describe, develop, and delineate, "perception management" as a strategic design and action agenda for turning passive reactions into proactive realities at liberal arts colleges in particular and the public sector in general.
In order to understand both the man and his contributions, this symposium is an attempt to construct an operational code based on the historical records and the data of W. Edwards Deming. Operational ...code is defined as those Deming guidelines and actions believed to be essential for the effective productivity of high performing individuals and organizations. It is assumed that these Deming rules and principles have general applicability to public and private organizations in the USA, and throughout the world. Because today one hears more discussion of the views of commentators and less discussion from the practitioners themselves, the thrust of this symposium is with the use of personal power and the elaboration of Deming’s compositions, books, letters, correspondence, and personal lectures on the management process as interpreted by both professional managers and Deming scholars. This development of an operational code hopefully will add critically important dimensions and synergy to the many biographical, historical, and eulogistic materials on Deming scattered in various journals, archives, and libraries.
This article reveals that teaching is applicable to far more than just traditional settings of scholarship. It demonstrates the effective (though usually unwitting) application of modern adult ...learning theory and technique to the effective development, change, and administration of organizations.
This article intends to answer two sets of questions: whether the different organizational cultures of the courts and corrections produce similar or different effects in pretrial agencies, and ...whether the Edgar H. Schein definition of organizational culture could be applied to criminal justice agencies. Finding that the different organizational cultures produce different effects, the authors conclude that the court is the appropriate organizational home for a pretrial agency especially if the agency's general purpose is to provide verified information and recommendations to the judicial officer. In addition, it is clear that the Schein organizational culture framework has operational applicability to pretrial agencies.
SYMPOSIUM INTRODUCTION Stupak, Ronald J
International journal of organization theory and behavior,
10/2008, Letnik:
11, Številka:
3
Journal Article
Recenzirano
"The goal of criticism is not to produce accord, but to enliven interpretation" (Elgin, 1996, p. 87). The contemporary forces impacting public administration and the American Society for Public ...Administration (ASPA) are capable of becoming either a wave of disaster for the discipline or an opportunity for redesigning the substance, processes, and structures of both public administration and its professional association. Therefore, this symposium aims to investigate, understand, and prescribe the options, alternatives, and designs available for navigating public administration into the future. More specifically, this Introduction clarifies the professional (objective) and the personal (subjective) reasons why the respective articles were commissioned to appear in this symposium. The assumptions, perceptions, and concerns that stimulated the editor to pursue and design the symposium are articulated.
LIFE AND LIBERTY: THE POWER OF POSITIVE PURPOSE GRAGNOLATI, BRIAN A.; STUPAK, RONALD J.
Journal of health and human services administration,
07/2002, Letnik:
25, Številka:
1
Journal Article
Recenzirano
The authors believe that health care and the courts, through their commitments to positive purpose, are the fundamental keepers of life and liberty in American society. In fact, they postulate that ...the power of positive purpose works in every sector—public, private, and not-for-profit. More specifically, by the use of data, operational examples, and cases, this article shows how high performing hospitals, courts, and other organizations make optimism tangible by developing concepts, theories, and policies based on positive values. Effective court and hospital leaders take the abstractions and hopes of wishes and dreams and make them concrete and operational in a caring, sensitive, and humane way. Increasingly with the new generation of employees, loyalty and motivation are based more on affirmative values anchored in empowerment, participation, involvement, and spirituality than on cash. Leaders in health care and the courts must possess and be able to communicate a clear set of positive values to these individuals. Consequently, the authors show that we in health care and the court arena can influence the events in our personal lives and in our organizations' lives by making the values, visions, and cultural anchors in our organizational settings the foundations of performance. Strong leadership that ties the organizational goals to uplifting values based on a committed sense of optimism is the key to confronting creatively the philosophical, strategic, organizational, and operational changes necessary to improving the institutional effectiveness of health care and the law as we move into the new millenium. As reflective-practitioner leaders, it is our responsibility to be the catalysts and role models for our professional colleagues by retaining, communicating, and demonstrating a profound sense of optimism and a high level of performance in judicial and health care organizations.
Celotno besedilo
Dostopno za:
BFBNIB, CEKLJ, DOBA, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UILJ, UKNU, UL, UM, UPUK
With the growth of contemporary technology, communications, and transportation, infused with television, computers, and the information highway, all of us are quickly becoming aware of the linked ...consequences of change. As traditional boundaries are collapsing around us, there is a growing sensitivity to the need for change, along with the belief that we need to plan for it. As such, strategic planning, competitive positioning, and innovative management systems that involve longer-term perspectives, critical trade-offs, and opportunity-driven forecasting are being fashioned here in the United States, and around the world. To grasp the initiative to shape an organizational context that will ensure a competitive, vibrant, healthy, fiscally rigorous and humane decision making environment for the public sector is the analytical foundation on which this symposium is anchored. Public managers have no option but to respond to American and global events, and the accompanying cultural, economic and political developments with courage, innovations, and strategic perspectives. It is clear that a paradigmatic crisis is occurring in American society and in public administration. Therefore, the harbingers of new paradigms are being created and crafted, which provide "hard" methods of inquiry, "real" cases of success; sound "fiscal" measures of performance; and "clearer" professional/leadership redefinitions of responsibility.
Prior to the 1980s, only one federal, public institution on executive development seemed to understand the need to prepare career executives to become the "transforming leaders," "change agents," and ..."strategic visionaries" who would control and direct the rush of the technological, informational society. That creative gem was The Federal Executive Institute (FEI). It was a "cultural island" in the swamp of traditional didactic management training programs and the pompous academic, pedagogical approaches. And yet, as the FEI moved from its "creative stage" (birth) into its "middle years" (adolescence), the signs of drift, decay, bureaucracy, and rigidity began to "rear their heads." Therefore, in order to understand the chnage processes at the FEI, this article will chronicle, analyze, and explain the "agonizing" downward adjustments of the FEI from a cuttingedge leadership experiment into a mundane, management institution based on participant observation, action-research, and the reflectivepractitioner approach.
This analysis focuses on the discussion of whether (and how) national security and domestic policy-making processes are similar and/or different. Though many similarities are evident, it is the ...contention of this article that there are critical differences between national security and domestic policy-making that fundamentally affect the output from each of them. In addition, it is essential that public administrators develop a fuller understanding of national security policy-making processes since these processes do have theoretical, practical, and organizational impacts on institutional effectiveness, democratic processes, and governmental productivity. Let's remember that in the immediate post-Vietnam period many of us in the public management sectors--federal, state, and local-- dreamed of vast amounts of money being mainstreamed into the domestic coffers. Today that expectation is called the "peace dividend". Little did we understand how much policy-making sophistication was embedded in the DOD. Therefore, as we move into the 1990s, this analysis reminds public administrators of their responsibilities to understand the national security arena in order to detect both the unique features as well as the broader generalizations attending this microcosm of public policy-making. All of us in public administration must make certain that this fertile laboratory of public policy is researched and investigated so as to ensure that the proper policy trade-offs are made in the 1990s.
The symbol of excellence for executive development and managerial education throughout the world is The Federal Executive Institute (FEI) in the United States. In fact, the FEI became the model ...laboratory for growing public executives in the 1970s, as hundreds upon hundreds of visitors from around the world came to see the "mecca of applied executive development." The FEI became a distinct culture and a genuine learning community that others attempted to model throughout the world. And yet, the failure of the "FEI imitations" was due mainly to academics who failed to understand the need for a "PRAXIS, pracademic model of development," rather than a "theory, academic framework of education." Hence, an analysis of this noted executive development success may help others to avoid the pitfalls that academics too often encounter when they attempt to train, develop, and/or educate the public administrators who do the work.
