Descripciones mejoradas de Syndetics:

Adaptive Administration: Practice Strategies for Dealing with Constant Change in Public Administration and Policy interprets the critical issues facing the field of public administration today and describes how new approaches to theory and practice have the potential to redesign the field. It will provide you with new strategies for understanding and adapting to the constant change taking place today in public administration and policy.

Features:

Supports faculty in presenting in their classes new approaches to the field Helps students better understand the concepts and relevance of the field they are studying Provides a means for practitioners to apply more effective approaches to real-world problem solving Enables theory developers to explore new avenues of study Assists professionals from many different fields in better understanding the significance and value of public administration

This book develops a unified approach to theory and practice in the field. A new approach is taken to theory development based on applying recent studies by several authors in the areas of qualitative analysis and typologies. As illustrated throughout, many of the existing limited-scope theories in public administration may be extended and generalized for use in today's environment by the studies explored in this volume.

More applications of the strategies in this book may be found in the free Snapshot "Designing Public Programs That Work" at https://www.routledge.com/posts/10703.

Tabla de contenidos provista por Syndetics

• Preface(p. xiii)
• About the Authors(p. xxiii)
• Section I Introduction and Background
• Chapter 1 Issues in Public Administration and Policy Today(p. 3)
• 1.1 Overview(p. 3)
• 1.2 Theory and Practice in Public Administration and Policy(p. 4)
• 1.3 Changes in Public Administration(p. 7)
• 1.4 Administrative-Practice Theory(p. 9)
• 1.5 Theory Generators(p. 11)
• 1.6 Adaptive Administration(p. 15)
• 1.7 Potential Uses of Big Data(p. 16)
• 1.8 Frustration and Stress in Public Administration Today(p. 18)
• 1.9 Practice Dilemmas Being Faced by Public Administration and Policy(p. 19)
• Chapter 2 Knowledge Base for Adaptive Administration: Selected Topics and Strategies(p. 23)
• 2.1 Overview(p. 23)
• 2.2 Knowledge Base: Selected Topics and Strategies(p. 24)
• 2.3 Organizational Concepts(p. 25)
• 2.4 Organizational Performance(p. 27)
• 2.5 Role of Experience(p. 29)
• 2.6 Cooperation and Conflict(p. 31)
• 2.7 Rigidity and Flexibility: Responding to Change(p. 32)
• 2.8 Rigidity and Flexibility: Combined Approaches(p. 34)
• 2.9 Planning Strategies(p. 35)
• 2.10 Personnel Strategies(p. 37)
• 2.11 Financial Strategies(p. 39)
• 2.12 Leadership Strategies for Public Organizations(p. 41)
• Chapter 3 Knowledge Base for Adaptive Administration: Selected Risks, Constraints, and Challenges(p. 43)
• 3.1 Overview(p. 43)
• 3.2 Knowledge Base: Selected Risks, Constraints, and Challenges(p. 43)
• 3.3 Public-Sector Risk Analysis(p. 44)
• 3.4 Constraints: Operational Tradeoffs(p. 45)
• 3.5 Constraints: Limits to Quantitative Analysis(p. 47)
• 3.6 Constraints: Physical Working Arrangements(p. 49)
• 3.7 Challenges: Uses of Big Data(p. 51)
• 3.8 Challenges: Productive Uses of Technology(p. 53)
• 3.9 Challenges: Uses of Theory Generators(p. 54)
• 3.10 Challenges: Alienation and Change(p. 56)
• 3.11 Challenges: Legal Issues(p. 58)
• 3.12 Challenges: Ethical Issues(p. 60)
• Section II Resources for a Transition to Adaptive Administration
• Chapter 4 Organizational Methods as a Resource(p. 65)
• 4.1 Overview(p. 65)
• 4.2 Organizational Concepts: Introduction(p. 66)
• 4.3 Defining an Organization(p. 69)
• 4.4 Reactions to Outside Actions(p. 71)
• 4.5 Concepts Based on Physical Descriptors(p. 72)
• 4.6 Concepts Based on Individual Descriptors(p. 74)
• 4.7 Defining "Types" of Organizations(p. 76)
• 4.8 Contrasting Viewpoints of Organizations(p. 78)
• 4.9 Organizational Study of the Affordable Care Act(p. 79)
• 4.9.1 Introduction(p. 79)
• 4.9.2 Action-Reaction Method of Study(p. 81)
• 4.9.3 Descriptive Paragraphs(p. 83)
• 4.9.4 Theory Generator(p. 84)
• 4.9.5 Results(p. 86)
• 4.10 Protocol for Similar Theory Generators(p. 90)
• Chapter 5 Big Data Methods as a Resource(p. 93)
• 5.1 Overview(p. 93)
• 5.2 Need for an Adaptive Knowledge Base for Public Administration(p. 94)
• 5.3 Application of Big Data Concepts(p. 97)
• 5.4 Big Data in the Private Sector(p. 98)
• 5.5 Big Data in Politics(p. 100)
• 5.6 Application of Big Data Concepts to Public Administration(p. 101)
• 5.7 Theory Generators and Qualitative Modeling(p. 102)
• 5.8 Qualitative Analysis and Typological Theory(p. 104)
• 5.9 Big Data and Theory Generators in Public Administration(p. 106)
• Section III Potential Impact of Adaptive Administration on Public-Sector Organizations
• Chapter 6 Impact on Organizational Cooperation and Conflict(p. 111)
• 6.1 Overview(p. 111)
• 6.2 How Administrators Experience Cooperation and Conflict(p. 112)
• 6.3 Fictional Scenario: Cooperation Leading to Conflict(p. 115)
• 6.4 Fictional Scenario: Descriptive Paragraphs(p. 115)
• 6.4.1 County Administrative Department(p. 116)
• 6.4.2 County Tax Assessor's Office(p. 116)
• 6.4.3 County Auditor-Controller Department(p. 116)
• 6.4.4 County Building and Planning Services Department(p. 117)
• 6.4.5 County Capital Improvements Department(p. 117)
• 6.4.6 County Economic Development Department(p. 117)
• 6.4.7 County Environmental Review Department(p. 118)
• 6.4.8 County Environmental Health Department(p. 118)
• 6.4.9 County Health and Human Services Department(p. 118)
• 6.4.10 County Personnel Department(p. 119)
• 6.4.11 County Risk Management Department(p. 119)
• 6.4.12 City of Adept(p. 120)
• 6.5 Fictional Scenario: Action-Reaction Combinations(p. 120)
• 6.6 Fictional Scenario: Development of a Strategy(p. 121)
• 6.7 Cooperation and Conflict: General Treatment Approaches(p. 122)
• 6.8 Interagency Cooperation and Adaptive Administration(p. 123)
• Chapter 7 Impact on Organizational Leadership(p. 127)
• 7.1 Overview(p. 127)
• 7.2 Leadership in Public Administration: Introduction(p. 128)
• 7.3 Leadership Concepts(p. 129)
• 7.4 Office of Personnel Management Center for Leadership Development(p. 131)
• 7.5 Concepts for Adaptive Leadership(p. 135)
• Chapter 8 Impact on Organizational Performance(p. 137)
• 8.1 Overview(p. 137)
• 8.2 Improving Organizational Performance(p. 137)
• 8.3 Perspectives on Performance(p. 138)
• 8.4 Performance Demands, Stress, and Job Survival(p. 140)
• 8.5 Balanced Scorecard Approach to Performance Management(p. 142)
• 8.6 Adaptive Administration Approach to Performance Management(p. 143)
• Chapter 9 Impact on Organizational Rigidity(p. 145)
• 9.1 Overview(p. 145)
• 9.2 Rigidity and Flexibility in Organizations(p. 145)
• 9.3 Basic Features of Rigidity and Flexibility(p. 148)
• 9.4 Example: Organizations Based on Extreme Rigidity(p. 151)
• 9.5 Example: Intervention(p. 154)
• Chapter 10 Impact on Organizational Planning and Budgeting(p. 157)
• 10.1 Overview(p. 157)
• 10.2 Adaptive Planning Strategies(p. 158)
• 10.3 Widespread Change Impacts All Planning Efforts(p. 160)
• 10.4 Adaptive Administration and Flexible Planning(p. 162)
• 10.5 Standard Federal and State Strategic Planning Strategies(p. 163)
• Section IV Issues Involved in a Transition to Adaptive Administration
• Chapter 11 Issues Related to Acceptance of Adaptive Administration(p. 169)
• 11.1 Overview(p. 169)
• 11.2 Adaptive Administration as a Change Strategy for Public Administration(p. 169)
• 11.3 Acceptance and Rejection of Change(p. 171)
• 11.4 Possible Change Strategies Involving Adaptive Administration(p. 173)
• 11.5 Dealing with Acceptance and Rejection(p. 173)
• Chapter 12 Issues Related to Risk(p. 177)
• 12.1 Overview(p. 177)
• 12.2 Public-Sector Risk Analysis(p. 177)
• 12.3 Types of Risk Analysis(p. 179)
• 12.4 A Risk Analysis Procedure for Public Organizations(p. 180)
• 12.5 Risk Management and Adaptive Administration(p. 181)
• 12.6 Methods for Dealing with Risk and Risk Management(p. 184)
• Chapter 13 Issues Relating to Theory Generators(p. 185)
• 13.1 Overview(p. 185)
• 13.2 Use of Theory Generators in Public Administration(p. 185)
• 13.3 Action-Re action Theory Generators(p. 187)
• 13.4 Theory Generator Example: The Affordable Care Act(p. 189)
• 13.5 Affordable Care Act Example: Impact of Exchange Statute on Providers(p. 191)
• 13.6 Affordable Care Act Example: Impact of Mandate on Large Employers(p. 193)
• 13.7 Affordable Care Act Example: Impact of Exchange Statute on Federal Agencies(p. 195)
• 13.8 Theory Generator Example: County Government(p. 196)
• 13.9 Theory Generator Example: Combined Medical School-Teaching Hospital Study(p. 198)
• 13.10 Other Approaches to Theory Generators(p. 199)
• 13.11 Theory Generators Based on Needs: Maslow's Hierarchy of Needs(p. 200)
• 13.12 Theory Generators Based on Conditioned Responses: Skinner's Operant Conditioning(p. 201)
• 13.13 Theory Generators Based on Task Performance: Taylor's Time-and-Motion Studies(p. 203)
• Chapter 14 Transition Strategies(p. 205)
• 14.1 Overview(p. 205)
• 14.2 Adaptive Administration during a Transition Period(p. 206)
• 14.3 Organizational Measures for Transition Use(p. 208)
• 14.3.1 Organizational Performance(p. 209)
• 14.3.2 Cooperation and Conflict(p. 210)
• 14.3.3 Rigidity and Flexibility(p. 210)
• 14.3.4 Planning Strategies(p. 211)
• 14.3.5 Personnel Strategies(p. 211)
• 14.3.6 Financial Budgeting and Reporting(p. 212)
• 14.3.7 Effective Leadership(p. 213)
• 14.3.8 Operational Trade-Offs(p. 213)
• 14.3.9 Physical Setting(p. 214)
• 14.3.10 Uses of Technology(p. 215)
• 14.3.11 Alienation from Change(p. 215)
• 14.3.12 Risk and Risk Management(p. 216)
• 14.4 Toward the Future(p. 217)
• Chapter 15 References(p. 219)
• Index(p. 225)

Notas de autor provistas por Syndetics

Ferd Mitchell holds MPA and DPA degrees from the University of Southern California, while Cheryl Mitchell holds an MPA from Golden Gate University. Ferd and Cheryl are both attorneys, and they practice together as married partners at Mitchell Law Office in Spokane, WA. They are also established authors of legal practice books for attorneys, with an emphasis on interpreting how new programs and program changes are likely to affect practice strategies.