Sergio Fernandez

Bio: Sergio Fernandez is an academic researcher from Indiana University. The author has contributed to research in topics: Public sector & Bureaucracy. The author has an hindex of 30, co-authored 55 publications receiving 3786 citations. Previous affiliations of Sergio Fernandez include University of Pretoria & University of Johannesburg.

Managing Successful Organizational Change in the Public Sector

Abstract: C an governmental organizations change? Reform initiatives have swept through governments in the United States and overseas, again and again bringing news about eff orts to reinvent, transform, or reform government agencies ( Barzelay 2001; Kettl 2000; Pollitt and Bouckaert 2000; Stillman 1999 ). Curiously, however, this recurrent theme of change in government agencies has not induced a high volume of articles that explicitly address the topic in public administration journals. # ere are prominent exceptions to this observation (e.g., Bryson and Anderson 2000; Chackerian and Mavima 2000; Mani 1995; Wise 2002 ) and journal articles about topics related to organizational change (e.g., Berman and Wang 2000; Brudney and Wright 2002; Hood and Peters 2004 ). Articles reporting research and theory with titles containing “ organizational change ” and with that theme as a focal topic, however, appear with much less regularity in public administration journals than in research journals focusing on general management and organization theory.

Using Employee Empowerment to Encourage Innovative Behavior in the Public Sector

Abstract: Manuscript is currently under review. Please do not cite without permission of authors. Abstract Employee empowerment programs have been widely adopted in the public sector as a way to improve organizational performance. Empowered employees improve performance largely by finding innovative ways of correcting errors in service delivery and redesigning work processes. Failure to encourage innovation can seriously undermine the effectiveness of empowerment programs. Based on Bowen and Lawler's conceptualization of employee empowerment as a multi-faceted management approach, this study explores how different empowerment practices can be used to encourage U.S. federal government employees to seek out new and better ways of doing things. The empirical results show that while employee empowerment as an overall approach can increase encouragement to innovate, empowerment practices have divergent effects, and some may even discourage innovation. 3 | P a g e During the 1980s and 1990s, many American firms adopted employee empowerment programs to help maintain their competitive edge in the face of rising global competition (Bowen A growing number of public management studies indicate employee empowerment is positively related to job satisfaction performance by recovering quickly from errors in service delivery, learning from those recoveries, and generating innovative proposals for redesigning processes and products. Failure to encourage such behavior can seriously undermine the effectiveness of empowerment programs. The link between empowerment and encouragement to innovate is of particular significance in the public 4 | P a g e sector, where goal ambiguity, high levels of formalization, and restrictions on the ability to reward extrinsically (see Rainey, 2009) might dampen or even neutralize the effectiveness of empowerment programs. Based on Bowen and Lawler's (1992, 1995) conceptualization of employee empowerment, this study explores how different empowerment practices influence U.S. federal government employees' level of encouragement to innovate. In this study, encouragement to innovate is viewed as an affective state or experience of feeling felt by public employees (see Locke and Latham, 2004). The empirical results show that while employee empowerment as an overall approach can increase encouragement to innovate, empowerment practices have divergent effects, and some may even discourage innovation. Specifically, empowerment practices aimed at providing employees with access to job related knowledge and skills and granting them discretion to change work processes increase encouragement to innovate. Offering employees rewards based on performance, however, reduces such encouragement. The next section offers a review of the literature on employee empowerment. The discussion then turns to the …

Exploring the link between integrated leadership and public sector performance

Abstract: article i nfo a bstract This study develops the concept of integrated leadership in the public sector. Integrated leadership is conceived as the combination of five leadership roles that are performed collectively by employees and managers at different levels of the hierarchy. The leadership roles are task-, relations-, change-, diversity-, and integrity-oriented leadership. Using data from the Federal Human Capital Survey and Program Assessment Rating Tool, we analyze the relationship between integrated leadership and federal program performance. The findings from the empirical analysis indicate that integrated leadership has a positive and sizeable effect on the performance of federal sub-agencies. The study concludes with a discussion of the implications of the findings and limitations of the study.

기독교 사역과 Leadership

Abstract: 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.

The Economic Institutions of Capitalism

Abstract: The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Human Side of Enterprise.

Abstract: \"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Oxford Handbook of Innovation

Abstract: This handbook looks to provide academics and students with a comprehensive and holistic understanding of the phenomenon of innovation. Innovation spans a number of fields within the social sciences and humanities: Management, Economics, Geography, Sociology, Politics, Psychology, and History. Consequently, the rapidly increasing body of literature on innovation is characterized by a multitude of perspectives based on, or cutting across, existing disciplines and specializations. Scholars of innovation can come from such diverse starting points that much of this literature can be missed, and so constructive dialogues missed. The editors of The Oxford Handbook of Innovation have carefully selected and designed twenty-one contributions from leading academic experts within their particular field, each focusing on a specific aspect of innovation. These have been organized into four main sections, the first of which looks at the creation of innovations, with particular focus on firms and networks. Section Two provides an account of the wider systematic setting influencing innovation and the role of institutions and organizations in this context. Section Three explores some of the diversity in the working of innovation over time and across different sectors of the economy, and Section Four focuses on the consequences of innovation with respect to economic growth, international competitiveness, and employment. An introductory overview, concluding remarks, and guide to further reading for each chapter, make this handbook a key introduction and vital reference work for researchers, academics, and advanced students of innovation. Contributors to this volume - Jan Fagerberg, University of Oslo William Lazonick, INSEAD Walter W. Powell, Stanford University Keith Pavitt, SPRU Alice Lam, Brunel University Keith Smith, INTECH Charles Edquist, Linkoping David Mowery, University of California, Berkeley Mary O'Sullivan, INSEAD Ove Granstrand, Chalmers Bjorn Asheim, University of Lund Rajneesh Narula, Copenhagen Business School Antonello Zanfei, Urbino Kristine Bruland, University of Oslo Franco Malerba, University of Bocconi Nick Von Tunzelmann, SPRU Ian Miles, University of Manchester Bronwyn Hall, University of California, Berkeley Bart Verspagen , ECIS Francisco Louca, ISEG Manuel M. Godinho, ISEG Richard R. Nelson, Mario Pianta, Urbino Bengt-Ake Lundvall, Aalborg

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.