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020 _a9781498737579
_q(electronic bk.)
020 _z9781498737555
035 _a(MiAaPQ)EBC4067571
035 _a(Au-PeEL)EBL4067571
035 _a(CaPaEBR)ebr11117610
035 _a(CaONFJC)MIL845892
035 _a(OCoLC)929533072
040 _aMiAaPQ
_beng
_erda
_epn
_cMiAaPQ
_dMiAaPQ
050 4 _aHD58.8
_b.M583 2016
082 0 _a351
100 1 _aMitchell, Ferd H.
_eauthor
245 1 0 _aAdaptive Administration :
_bPractice Strategies for Dealing with Constant Change in Public Administration and Policy /
_cFerd H. Mitchell and Cheryl C. Mitchell
264 1 _aNew York :
_bTaylor & Francis Group,
_c2016.
264 4 _c©2016.
300 _a1 online resource (255 pages)
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
490 1 _aASPA Series in Public Administration and Public Policy Ser.
505 0 _aCover -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Preface -- About the Authors -- Section I: Introduction and Background -- Chapter 1: Issues in Public Administration and Policy Today -- 1.1 Overview -- 1.2 Theory and Practice in Public Administration and Policy -- 1.3 Changes in Public Administration -- 1.4 Administrative-Practice Theory -- 1.5 Theory Generators -- 1.6 Adaptive Administration -- 1.7 Potential Uses of Big Data -- 1.8 Frustration and Stress in Public Administration Today -- 1.9 Practice Dilemmas Being Faced by Public Administration and Policy -- Chapter 2: Knowledge Base for Adaptive Administration: Selected Topics and Strategies -- 2.1 Overview -- 2.2 Knowledge Base: Selected Topics and Strategies -- 2.3 Organizational Concepts -- 2.4 Organizational Performance -- 2.5 Role of Experience -- 2.6 Cooperation and Conflict -- 2.7 Rigidity and Flexibility: Responding to Change -- 2.8 Rigidity and Flexibility: Combined Approaches -- 2.9 Planning Strategies -- 2.10 Personnel Strategies -- 2.11 Financial Strategies -- 2.12 Leadership Strategies for Public Organizations -- Chapter 3: Knowledge Base for Adaptive Administration: Selected Risks, Constraints, and Challenges -- 3.1 Overview -- 3.2 Knowledge Base: Selected Risks, Constraints, and Challenges -- 3.3 Public-Sector Risk Analysis -- 3.4 Constraints: Operational Tradeoffs -- 3.5 Constraints: Limits to Quantitative Analysis -- 3.6 Constraints: Physical Working Arrangements -- 3.7 Challenges: Uses of Big Data -- 3.8 Challenges: Productive Uses of Technology -- 3.9 Challenges: Uses of Theory Generators -- 3.10 Challenges: Alienation and Change -- 3.11 Challenges: Legal Issues -- 3.12 Challenges: Ethical Issues -- Section II: Resources for a Transition to Adaptive Administration -- Chapter 4: Organizational Methods as a Resource -- 4.1 Overview.
505 8 _a4.2 Organizational Concepts: Introduction -- 4.3 Defining an Organization -- 4.4 Reactions to Outside Actions -- 4.5 Concepts Based on Physical Descriptors -- 4.6 Concepts Based on Individual Descriptors -- 4.7 Defining "Types" of Organizations -- 4.8 Contrasting Viewpoints of Organizations -- 4.9 Organizational Study of the Affordable Care Act -- 4.9.1 Introduction -- 4.9.2 Action-Reaction Method of Study -- 4.9.3 Descriptive Paragraphs -- 4.9.4 Theory Generator -- 4.9.5 Results -- 4.10 Protocol for Similar Theory Generators -- Chapter 5: Big Data Methods as a Resource -- 5.1 Overview -- 5.2 Need for an Adaptive Knowledge Base for Public Administration -- 5.3 Application of Big Data Concepts -- 5.4 Big Data in the Private Sector -- 5.5 Big Data in Politics -- 5.6 Application of Big Data Concepts to Public Administration -- 5.7 Theory Generators and Qualitative Modeling -- 5.8 Qualitative Analysis and Typological Theory -- 5.9 Big Data and Theory Generators in Public Administration -- Section III: Potential Impact of Adaptive Administration on Public-Sector Organizations -- Chapter 6: Impact on Organizational Cooperation and Conflict -- 6.1 Overview -- 6.2 How Administrators Experience Cooperation and Conflict -- 6.3 Fictional Scenario: Cooperation Leading to Conflict -- 6.4 Fictional Scenario: Descriptive Paragraphs -- 6.4.1 County Administrative Department -- 6.4.2 County Tax Assessor's Office -- 6.4.3 County Auditor-Controller Department -- 6.4.4 County Building and Planning Services Department -- 6.4.5 County Capital Improvements Department -- 6.4.6 County Economic Development Department -- 6.4.7 County Environmental Review Department -- 6.4.8 County Environmental Health Department -- 6.4.9 County Health and Human Services Department -- 6.4.10 County Personnel Department -- 6.4.11 County Risk Management Department -- 6.4.12 City of Adept.
505 8 _a6.5 Fictional Scenario: Action-Reaction Combinations -- 6.6 Fictional Scenario: Development of a Strategy -- 6.7 Cooperation and Conflict: General Treatment Approaches -- 6.8 Interagency Cooperation and Adaptive Administration -- Chapter 7: Impact on Organizational Leadership -- 7.1 Overview -- 7.2 Leadership in Public Administration: Introduction -- 7.3 Leadership Concepts -- 7.4 Office of Personnel Management Center for Leadership Development -- 7.5 Concepts for Adaptive Leadership -- Chapter 8: Impact on Organizational Performance -- 8.1 Overview -- 8.2 Improving Organizational Performance -- 8.3 Perspectives on Performance -- 8.4 Performance Demands, Stress, and Job Survival -- 8.5 Balanced Scorecard Approach to Performance Management -- 8.6 Adaptive Administration Approach to Performance Management -- Chapter 9: Impact on Organizational Rigidity -- 9.1 Overview -- 9.2 Rigidity and Flexibility in Organizations -- 9.3 Basic Features of Rigidity and Flexibility -- 9.4 Example: Organizations Based on Extreme Rigidity -- 9.5 Example: Intervention -- Chapter 10: Impact on Organizational Planning and Budgeting -- 10.1 Overview -- 10.2 Adaptive Planning Strategies -- 10.3 Widespread Change Impacts All Planning Efforts -- 10.4 Adaptive Administration and Flexible Planning -- 10.5 Standard Federal and State Strategic Planning Strategies -- Section IV: Issues Involved in a Transition to Adaptive Administration -- Chapter 11: Issues Related to Acceptance of Adaptive Administration -- 11.1 Overview -- 11.2 Adaptive Administration as a Change Strategy for Public Administration -- 11.3 Acceptance and Rejection of Change -- 11.4 Possible Change Strategies Involving Adaptive Administration -- 11.5 Dealing with Acceptance and Rejection -- Chapter 12: Issues Related to Risk -- 12.1 Overview -- 12.2 Public-Sector Risk Analysis -- 12.3 Types of Risk Analysis.
505 8 _a12.4 A Risk Analysis Procedure for Public Organizations -- 12.5 Risk Management and Adaptive Administration -- 12.6 Methods for Dealing with Risk and Risk Management -- Chapter 13: Issues Relating to Theory Generators -- 13.1 Overview -- 13.2 Use of Theory Generators in Public Administration -- 13.3 Action-Reaction Theory Generators -- 13.4 Theory Generator Example: The Affordable Care Act -- 13.5 Affordable Care Act Example: Impact of Exchange Statute on Providers -- 13.6 Affordable Care Act Example: Impact of Mandate on Large Employers -- 13.7 Affordable Care Act Example: Impact of Exchange Statute on Federal Agencies -- 13.8 Theory Generator Example: County Government -- 13.9 Theory Generator Example: Combined Medical School-Teaching Hospital Study -- 13.10 Other Approaches to Theory Generators -- 13.11 Theory Generators Based on Needs: Maslow's Hierarchy of Needs -- 13.12 Theory Generators Based on Conditioned Responses: Skinner's Operant Conditioning -- 13.13 Theory Generators Based on Task Performance: Taylor's Time-and-Motion Studies -- Chapter 14: Transition Strategies -- 14.1 Overview -- 14.2 Adaptive Administration during a Transition Period -- 14.3 Organizational Measures for Transition Use -- 14.3.1 Organizational Performance -- 14.3.2 Cooperation and Conflict -- 14.3.3 Rigidity and Flexibility -- 14.3.4 Planning Strategies -- 14.3.5 Personnel Strategies -- 14.3.6 Financial Budgeting and Reporting -- 14.3.7 Effective Leadership -- 14.3.8 Operational Trade-Offs -- 14.3.9 Physical Setting -- 14.3.10 Uses of Technology -- 14.3.11 Alienation from Change -- 14.3.12 Risk and Risk Management -- 14.4 Toward the Future -- Chapter 15: References -- Index.
520 _aAdaptive 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.
588 _aDescription based on publisher supplied metadata and other sources.
590 _aElectronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
650 0 _9145543
_aOrganizational change
_xManagement
650 0 _9114430
_aIndustrial management
655 4 _aElectronic books.
700 1 _aMitchell, Cheryl C.
_eauthor
776 0 8 _iPrint version:
_aMitchell, Ferd H.
_tAdaptive Administration
_dNew York : Taylor & Francis Group,c2015
_z9781498737555
797 2 _aProQuest (Firm)
830 0 _aASPA Series in Public Administration and Public Policy Ser.
856 _uhttps://login.ezproxy.pucpr.edu/login?url=https://ebookcentral.proquest.com/lib/pucpr-ebooks/detail.action?docID=4067571
_yAcceso Remoto
856 4 0 _uhttps://ebookcentral.proquest.com/lib/pucpr-ebooks/detail.action?docID=4067571
_yAcceso en el Campus PUCPR
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