Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

Theory in Practice: Increasing Professional Effectiveness

More than a decade has passed since the publication of Christopher Hood's influential piece that codified the nature of the New Public Management (NPM) (Hood 1991). At that time it seemed likely, c...

The New Public Governance? 1

Transformational Leadership: Industrial, Military, and Educational Impact

This article makes the case that legally required participation methods in the US not only do not meet most basic goals for public participation, but they are also counterproductive, causing anger and mistrust. Both theory and practice are dominated by ambivalence about the idea of participation itself. Both struggle with dilemmas that make the problems seem insoluble, such as the conflict between the individual and collective interest or between the ideal of democracy and the reality that many voices are never heard. Cases are used to draw on an emerging set of practices of collaborative public engagement from around the world to demonstrate how alternative methods can better meet public participation goals and how they make moot most of the dilemmas of more conventional practice. Research shows that collaborative participation can solve complex, contentious problems such as budget decision making and create an improved climate for future action when bitter disputes divide a community. Authentic dialogue, networks and institutional capacity are the key elements. The authors propose that participation should be understood as a multi-way set of interactions among citizens and other players who together produce outcomes. Next steps involve developing an alternative practice framework, creating forums and arenas, adapting agency decision processes, and providing training and financial support.

Reframing Public Participation: Strategies for the 21st Century

The New Public Management has championed a vision of public managers as the entrepreneurs of a new, leaner, and increasingly privatized government, emulating not only the practices but also the values of business. Proponents of the New Public Management have developed their arguments largely through contrasts with the old public administration. In this comparison, the New Public Management will, of course, always win. We argue here that the better contrast is with what we call the “New Public Service,” a movement built on work in democratic citizenship, community and civil society, and organizational humanism and discourse theory. We suggest seven principles of the New Public Service, most notably that the primary role of the public servant is to help citizens articulate and meet their shared interests rather than to attempt to control or steer society.

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The New Public Service: Serving Rather than Steering

This widely-praised book is built around seven core principles that provide a framework for the many voices calling for the reaffirmation of democratic values,citizenship, and service in the public interest. This edition includes a brand new chapter that provides action recommendations for putting these values into practice, as well as current examples of how these ideas have been put to use in the real world.

The New Public Service: Serving, Not Steering

The New Public Service describes a set of norms and practices that emphasize democracy and citizenship as the basis for public administration theory and practice. This article revisits some of the core arguments of the New Public Service and examines how they have been practiced and studied over the past 15 years. The authors conclude that neither the principles of the New Public Service nor those of the New Public Management have become a dominant paradigm, but the New Public Service, and ideas and practices consistent with its ideals, have become increasingly evident in public administration scholarship and practice.

The New Public Service Revisited

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

Managing Human Behavior in Public and Nonprofit Organizations

Transformational leaders are typically seen as visionaries and catalysts of organizational change. Although organizational change is important, the transformational leadership model is vitally impo...

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Janet V. Denhardt

Papers

The New Public Service: Serving Rather than Steering

The New Public Service: Serving, Not Steering

The New Public Service Revisited

Managing Human Behavior in Public and Nonprofit Organizations

The Role of Democratic Values in Transformational Leadership