Managing Human Behavior in Public and Nonprofit Organizations

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Table of Contents:
Preface CHAPTER 1: ORGANIZATIONAL BEHAVIOR AS A WAY OF THINKING AND ACTING The Roots of Organizational Behavior Some Early History Values and Assumptions of Organizational Behavior Themes and Purposes of This Book CHAPTER 2: KNOWING AND MANAGING YOURSELF Where Do We Begin? Life Experiences Your Lifeline Ways of Thinking Improving Your Sense of Self The Power of Vision Assessing Yourself Ways of Acting Thinking In Action Increasing Self-Knowledge A Vision Statement Valuing Diversity Cases Privatizing the Cafeteria Laura's Employment Dilemma CHAPTER 3: FOSTERING CREATIVITY Where Do We Begin? Ways of Thinking Characteristics of Creative Individuals Conceptual Skills and Abilities Creativity as Behavior Creativity as a Process An Integrated Perspective on Creativity The Creative Process Impediments to Creativity Defining the Problem Incorrectly Judging Ideas too Quickly Stopping at the First Acceptable Idea Lack of Support Other Ways of Thwarting Creativity Fostering Creativity in Organizations Challenging Work Supportive Supervision Organizational and Work Group Culture Workload Pressures and Resources Fostering Creativity-Putting It All Together Techniques for Improving Creativity The Idea Box or Matrix Analysis Synectics Mindmapping Enhancing Your Personal Creativity Ways of Acting Thinking in Action Mindmapping Exercise Using Analogies A Creativity Challenge CHAPTER 4: MANAGING STRESS Where Do We Begin? Symptoms of Stress Stress Inventory Sources of Stress Coping With Stress Ways of Thinking The Consequences and Costs of Stress Stress: Good, Bad, and Ugly Sources of Stress on the Job Interpersonal Relationships Role Ambiguity and Conflict Workload Intrinsic Nature of the Work Working Conditions Organizational Environment Home to Work and Back Coping With and Managing Stress Lifestyle Adjustments Attitude Adjustment Social Support Taking Control of Your Time Job Redesign Other Organizational Factors Ways of Acting Thinking in Action Distress at DES Life Balance Exercise CHAPTER 5: DECISION MAKING Where Do We Begin? Generating Alternatives The Horse Grooming Case Ways of Thinking Models of Decision Making The Rational Model The Organizational Process Model The Governmental Politics Model Who Should Be Involved? Diversity and Decision Making What Techniques Are Available to Assist You? Focus Groups Brainstorming Cost-Benefit and Cost-Effectiveness Analysis Nominal Group Technique Logic Models Discretion in Decision Making Summary Ways of Acting Thinking in Action A Decision-Making Framework New Charter School Using the Decision Tree for Levels of Participation CHAPTER 6: MOTIVATING YOURSELF AND OTHERS Where Do We Begin? What Motivates You Now? What Will Motivate You in the Future? Ways of Thinking What Is Motivation? Changing Perspectives on Motivation Need Theories Expectancy Theories Goal-Setting Theories Equity Theories Reinforcement, Reward, and Punishment Participation as a Motivator Motivation and Life Stages Public Service Motivation "Anti-Motivation" Theories Ways of Acting Thinking in Action SOS in DHS: A Problem of Motivation Staying Motivated CHAPTER 7: LEADERSHIP IN PUBLIC ORGANIZATIONS Where Do We Begin? What Makes a Good Leader? What Is Your Leadership Style? Ways of Thinking Traditional Approaches to Leadership The Trait Approach Leadership Styles The Context of Leadership Contemporary Approaches to Leadership From Traits, to Skills, to Strategies The Transformational Approach Transforming Organizations Values-Based Leadership Leadership in the Public Service Leadership in the Policy Process Leadership in Public Agencies Some Concluding Notes Ways of Acting Thinking in Action Developing a Leadership Autobiography A Debate Topic Transactional Versus Transformational Leadership Assessing Your Leadership Style CHAPTER 8: POWER AND ORGANIZATIONAL POLITICS Where Do We Begin? Ways of Thinking Early Voices Changing Perspectives on Workers and Organizations Questioning Power and Authority Sources of Power Legitimate Power Reward Power Coercive Power Referent Power Expert Power Expert Power Balancing Power Structural Aspects of Power Is Power a Positive Force or a Destructive Force? Managing Power and Organizational Politics Empowerment: More Than Delegation Power and the Public Service Ways of Acting Thinking in Action Politics and MBO: A Case Study Observing Organizational Politics CHAPTER 9: COMMUNICATING EFFECTIVELY WITH OTHERS Where Do We Begin? Ways of Thinking Improving Interpersonal Communication Barriers to Effective Communication Supportive Communication Speaking Persuasive Communication Active Listening Nonverbal Communication Electronic Communication Specialized Forms of Communication Personal Counseling Conducting Effective Meetings Writing Memos, Reports, and Proposals Ways of Acting Thinking in Action An Exercise in Supportive Communication Turmoil in the Community Development Department One-Way Communication Versus Two-Way Communication Trends in Electronic Communication CHAPTER 10: WORKING IN GROUPS AND TEAMS Where Do We Begin? Assessing Team Performance Getting to Know Your Team Team Agreements Ways of Thinking Types of Teams Implementing Teams Team Effectiveness Measuring Team Effectiveness Individual Styles and Team Development The Forming Stage The Conforming Stage The Storming Stage The Performing Stage Team Conflict Ways of Acting Thinking in Action A Team-Building Exercise The Case of Guard Uniforms Relocating a State Reformatory School A Team Exercise on Gender and Pay CHAPTER 11: MANAGING CONFLICT Where Do We Begin? How Do You Behave During Conflict? How Do Relationships Affect Conflict? Ways of Thinking Theories of Conflict Systems Theory Attribution Theory Social Exchange Theory Sources of Conflict Stages of Conflict Strategies for Negotiation and Conflict Management Conflict and the Public Sector Ways of Acting Thinking in Action Asking Questions Individual Needs Budget Surplus Case Study Parks and Recreation Case Study CHAPTER 12: ORGANIZATIONAL CHANGE Where Do We Begin? To Change or Not to Change? Your Orientation Toward Change Discussing Your Experiences With Change Ways of Thinking Approaches to Understanding Change Classic Approaches Organizational Culture Open Systems and Organizational Learning Approaches to Bringing About Change Change Through Management Action or Reorganization Organization Development The Management of Change Steps in Organizational Transformations Change and Innovation in Public Organizations A Final Note on Personal Change Ways of Acting Thinking in Action Reasoning Processes in Organizational Change Leading Change in Local Government CHAPTER 13: REPRESENTING THE ORGANIZATION "ON THE OUTSIDE" Where Do We Begin? Networks and Relationships Working With the Media Ways of Thinking The Traditional Skills of External Relations Developing Effective Relations With the Legislature Working With the Media Making Effective Presentations The New Skills of External Relations Listening to Citizens, Clients, and "Customers" Involving Citizens in the Work of Government Collaborating With Others Ways of Acting Thinking in Action Improving Relationships With the Legislature Improving Service Quality Community Involvement in Changing Priorities CHAPTER 14: MANAGING BEHAVIOR IN THE PUBLIC INTEREST Exploring Diversity and Multiculturalism Learning Cultural Awareness Increasing Cultural Competence The Ethics of Managing Change The New Public Service Conclusion Index About the Authors

About the Author :
Maria P. Aristigueta is Professor and Director of the School of Urban Affairs and Public Policy, and Policy Scientist in the Institute of Public Administration at the University of Delaware. Her teaching and research interests are primarily in the areas of public sector management and include performance measurement, strategic planning, civil society, and organizational behavior. She is the author of Managing for Results in State Government, co-author of Managing Behavior in Public and Non-Profit Organizations, and co-editor of the International Handbook of Practice-Based Performance Management. Robert B. Denhardt is Lincoln Professor of Leadership and Ethics, Director of the School of Public Affairs at Arizona State University, and Visiting Scholar at the University of Delaware. Dr. Denhardt is a Past President of the American Society for Public Administration and a member of the National Academy of Public Administration. Dr. Denhardt has published eighteen books, including The Dance of Leadership, The New Public Service, Managing Human Behavior in Public and Non-Profit Organizations, Theories of Public Organization, Public Administration: An Action Orientation, In the Shadow of Organization, The Pursuit of Significance, Executive Leadership in the Public Service, The Revitalization of the Public Service, and Pollution and Public Policy. Janet V. Denhardt is Professor of Public Administration in the School of Public Affairs at Arizona State University. Her teaching and research interests focus on organization theory, organizational behavior, and leadership. Her most recent book, The Dance of Leadership, was preceded by The New Public Service, Managing Human Behavior in Public and Non-Profit Organizations and Street-Level Leadership: Discretion and Legitimacy in Front-Line Public Service. Prior to joining the faculty at Arizona State, Dr. Denhardt taught at Eastern Washington University and served in a variety of administrative and consulting positions.