Adaptive administration : practice strategies for dealing with constant change in public administration and policy / Ferd H. Mitchell and Cheryl C. Mitchell.

Format:

Book

Author/Creator:

Mitchell, Ferd H.

Mitchell, Cheryl C., author.

Series:

Public administration and public policy

Language:

English

Subjects (All):

Organizational change--Management.

Organizational change.

Industrial management.

Physical Description:

xxiii, 230 pages ; 25 cm.

Place of Publication:

Boca Raton : CRC Press, [2016]

Summary:

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. Book jacket.

Contents:

Section I Introduction and Background

Chapter 1 Issues in Public Administration and Policy Today 3

1.1 Overview 3

1.2 Theory and Practice in Public Administration and Policy 4

1.3 Changes in Public Administration 7

1.4 Administrative-Practice Theory 9

1.5 Theory Generators 11

1.6 Adaptive Administration 15

1.7 Potential Uses of Big Data 16

1.8 Frustration and Stress in Public Administration Today 18

1.9 Practice Dilemmas Being Faced by Public Administration and Policy 19

Chapter 2 Knowledge Base for Adaptive Administration: Selected Topics and Strategies 23

2.1 Overview 23

2.2 Knowledge Base: Selected Topics and Strategies 24

2.3 Organizational Concepts 25

2.4 Organizational Performance 27

2.5 Role of Experience 29

2.6 Cooperation and Conflict 31

2.7 Rigidity and Flexibility: Responding to Change 32

2.8 Rigidity and Flexibility: Combined Approaches 34

2.9 Planning Strategies 35

2.10 Personnel Strategies 37

2.11 Financial Strategies 39

2.12 Leadership Strategies for Public Organizations 41

Chapter 3 Knowledge Base for Adaptive Administration: Selected Risks, Constraints, and Challenges 43

3.1 Overview 43

3.2 Knowledge Base: Selected Risks, Constraints, and Challenges 43

3.3 Public-Sector Risk Analysis 44

3.4 Constraints: Operational Tradeoffs 45

3.5 Constraints: Limits to Quantitative Analysis 47

3.6 Constraints: Physical Working Arrangements 49

3.7 Challenges: Uses of Big Data 51

3.8 Challenges: Productive Uses of Technology 53

3.9 Challenges: Uses of Theory Generators 54

3.10 Challenges: Alienation and Change 56

3.11 Challenges: Legal Issues 58

3.12 Challenges: Ethical Issues 60

Section II Resources for a Transition to Adaptive Administration

Chapter 4 Organizational Methods as a Resource 65

4.1 Overview 65

4.2 Organizational Concepts: Introduction 66

4.3 Defining an Organization 69

4.4 Reactions to Outside Actions 71

4.5 Concepts Based on Physical Descriptors 72

4.6 Concepts Based on Individual Descriptors 74

4.7 Defining "Types" of Organizations 76

4.8 Contrasting Viewpoints of Organizations 78

4.9 Organizational Study of the Affordable Care Act 79

4.9.1 Introduction 79

4.9.2 Action-Reaction Method of Study 81

4.9.3 Descriptive Paragraphs 83

4.9.4 Theory Generator 84

4.9.5 Results 86

4.10 Protocol for Similar Theory Generators 90

Chapter 5 Big Data Methods as a Resource 93

5.1 Overview 93

5.2 Need for an Adaptive Knowledge Base for Public Administration 94

5.3 Application of Big Data Concepts 97

5.4 Big Data in the Private Sector 98

5.5 Big Data in Politics 100

5.6 Application of Big Data Concepts to Public Administration 101

5.7 Theory Generators and Qualitative Modeling 102

5.8 Qualitative Analysis and Typological Theory 104

5.9 Big Data and Theory Generators in Public Administration 106

Section III Potential Impact of Adaptive Administration on Public-Sector Organizations

Chapter 6 Impact on Organizational Cooperation and Conflict 111

6.1 Overview 111

6.2 How Administrators Experience Cooperation and Conflict 112

6.3 Fictional Scenario: Cooperation Leading to Conflict 115

6.4 Fictional Scenario: Descriptive Paragraphs 115

6.4.1 County Administrative Department 116

6.4.2 County Tax Assessor's Office 116

6.4.3 County Auditor-Controller Department 116

6.4.4 County Building and Planning Services Department 117

6.4.5 County Capital Improvements Department 117

6.4.6 County Economic Development Department 117

6.4.7 County Environmental Review Department 118

6.4.8 County Environmental Health Department 118

6.4.9 County Health and Human Services Department 118

6.4.10 County Personnel Department 119

6.4.11 County Risk Management Department 119

6.4.12 City of Adept 120

6.5 Fictional Scenario: Action-Reaction Combinations 120

6.6 Fictional Scenario: Development of a Strategy 121

6.7 Cooperation and Conflict: General Treatment Approaches 122

6.8 Interagency Cooperation and Adaptive Administration 123

Chapter 7 Impact on Organizational Leadership 127

7.1 Overview 127

7.2 Leadership in Public Administration: Introduction 128

7.3 Leadership Concepts 129

7.4 Office of Personnel Management Center for Leadership Development 131

7.5 Concepts for Adaptive Leadership 135

Chapter 8 Impact on Organizational Performance 137

8.1 Overview 137

8.2 Improving Organizational Performance 137

8.3 Perspectives on Performance 138

8.4 Performance Demands, Stress, and Job Survival 140

8.5 Balanced Scorecard Approach to Performance Management 142

8.6 Adaptive Administration Approach to Performance Management 143

Chapter 9 Impact on Organizational Rigidity 145

9.1 Overview 145

9.2 Rigidity and Flexibility in Organizations 145

9.3 Basic Features of Rigidity and Flexibility 148

9.4 Example: Organizations Based on Extreme Rigidity 151

9.5 Example: Intervention 154

Chapter 10 Impact on Organizational Planning and Budgeting 157

10.1 Overview 157

10.2 Adaptive Planning Strategies 158

10.3 Widespread Change Impacts All Planning Efforts 160

10.4 Adaptive Administration and Flexible Planning 162

10.5 Standard Federal and State Strategic Planning Strategies 163

Section IV Issues Involved in a Transition to Adaptive Administration

Chapter 11 Issues Related to Acceptance of Adaptive Administration 169

11.1 Overview 169

11.2 Adaptive Administration as a Change Strategy for Public Administration 169

11.3 Acceptance and Rejection of Change 171

11.4 Possible Change Strategies Involving Adaptive Administration 173

11.5 Dealing with Acceptance and Rejection 173

Chapter 12 Issues Related to Risk 177

12.1 Overview 177

12.2 Public-Sector Risk Analysis 177

12.3 Types of Risk Analysis 179

12.4 A Risk Analysis Procedure for Public Organizations 180

12.5 Risk Management and Adaptive Administration 181

12.6 Methods for Dealing with Risk and Risk Management 184

Chapter 13 Issues Relating to Theory Generators 185

13.1 Overview 185

13.2 Use of Theory Generators in Public Administration 185

13.3 Action-Re action Theory Generators 187

13.4 Theory Generator Example: The Affordable Care Act 189

13.5 Affordable Care Act Example: Impact of Exchange Statute on Providers 191

13.6 Affordable Care Act Example: Impact of Mandate on Large Employers 193

13.7 Affordable Care Act Example: Impact of Exchange Statute on Federal Agencies 195

13.8 Theory Generator Example: County Government 196

13.9 Theory Generator Example: Combined Medical School-Teaching Hospital Study 198

13.10 Other Approaches to Theory Generators 199

13.11 Theory Generators Based on Needs: Maslow's Hierarchy of Needs 200

13.12 Theory Generators Based on Conditioned Responses: Skinner's Operant Conditioning 201

13.13 Theory Generators Based on Task Performance: Taylor's Time-and-Motion Studies 203

Chapter 14 Transition Strategies 205

14.1 Overview 205

14.2 Adaptive Administration during a Transition Period 206

14.3 Organizational Measures for Transition Use 208

14.3.1 Organizational Performance 209

14.3.2 Cooperation and Conflict 210

14.3.3 Rigidity and Flexibility 210

14.3.4 Planning Strategies 211

14.3.5 Personnel Strategies 211

14.3.6 Financial Budgeting and Reporting 212

14.3.7 Effective Leadership 213

14.3.8 Operational Trade-Offs 213

14.3.9 Physical Setting 214

14.3.10 Uses of Technology 215

14.3.11 Alienation from Change 215

14.3.12 Risk and Risk Management 216

14.4 Toward the Future 217

Chapter 15 References 219.

Notes:

Includes bibliographical references and index.

ISBN:

9781498737555

1498737552

OCLC:

933335367

Publisher Number:

99977692557