MARC Record from marc_columbia

LEADER: 05482mam a2200409 a 4500
001 2319475
005 20220616020833.0
008 990107s1999 coua b 001 0 eng
010 $a 99010751
020 $a0813368278 (hc. : alk. paper)
020 $a0813368286 (pbk. : alk. paper)
035 $a(OCoLC)ocm40632144
035 $9APH7676CU
035 $a2319475
040 $aDLC$cDLC$dOrLoB-B
042 $apcc
050 00 $aJF1525.P67$bP87 1999
082 00 $a352.3$221
245 00 $aPublic sector performance :$bmanagement, motivation, and measurement /$cedited by Richard C. Kearney, Evan M. Berman.
260 $aBoulder, Colo. :$bWestview Press,$c1999.
300 $axi, 372 pages :$billustrations ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
504 $aIncludes bibliographical referencesand index.
505 00 $tIntroduction /$rRichard C. Kearney and Evan M. Berman --$gPt. 1.$tPerformance Foundations.$g1.$tProductivity and the Process of Organizational Improvement: Why We Cannot Talk to Each Other /$rRobert E. Quinn.$gBox 1.1.$t"Five Pathways to Increased Efficiency" /$rQ. Whitfield Ayers and William J. Kettinger.$g2.$tA Capacity-Building Framework: A Search for Concept and Purpose /$rBeth Walter Honadle.$gBox 2.1.$t"Why Consultants Are Called In" /$rRobert Rosenblum and Daniel McGillis.$g3.$tThe Deadly Sins in Public Administration /$rPeter F. Drucker.$gBox 3.1.$t"Bureaupathologies" /$rGerald E. Caiden.$g4.$tHumanizing Public Administration /$rC. Spencer Platt.$gBox 4.1.$t"The Right Attitude" /$rDavid S. Brown.$g5.$tInitiating Change that Perseveres /$rChris Argyris.$g6.$tTurnaround at the Alabama Rehabilitation Agency /$rJames E. Stephens.$g7.$tCommon Barriers to Productivity Improvement in Local Government /$rDavid N. Ammons.$gBox 7.1.$t"A Legislative Perspective" /$rWalter L. Balk.
505 80 $g8.$tRecognizing Management Technique Dysfunctions: How Management Tools Often Create More Problems Than They Solve /$rGerald T. Gabris --$gPt. 2.$tPerformance Strategies.$g9.$tMunicipal Management Tools from 1976 to 1993: An Overview and Update /$rTheodore H. Poister and Gregory Streib.$g10.$tPutting a Powerful Tool to Practical Use: The Application of Strategic Planning in the Public Sector /$rDouglas C. Eadie.$gBox 10.1.$t"Lessons from Strategic Planning" /$rJohn M. Bryson and William D. Roering.$gBox 10.2.$t"Suboptimization and Incrementalism" /$rArie Halachmi.$g11.$tReorganizations and Reforms: Promises, Promises /$rVera Vogelsang-Coombs and Marvin Cummins.$g12.$tMBO in State Government /$rGeorge S. Odiorne.$gBox 12.1.$t"Practicing Management Theory at the Port Authority" /$rMatthias E. Lukens.$g13.$tMotivational Programs and Productivity Improvement in Times of Limited Resources /$rJohn M. Greiner.$g14.$tA Technique for Controlling Quality /$rWilliam R. Divine and Harvey Sherman.
505 80 $gBox 14.1.$t"Quality Circles" /$rJohn D. Blair, Stanley L. Cohen and Jerome V. Hurwitz.$g15.$tAdapting Total Quality Management (TQM) to Government /$rJames E. Swiss.$gBox 15.1.$t"Who's Doing TQM" /$rEvan M. Berman and Jonathan P. West.$g16.$tComputer Technology and Productivity Improvement /$rJohn A. Worthley.$gBox 16.1.$t"IT: An Update" /$rH. Brinton Milward and Louise Ogilvie Snyder.$g17.$tOrganizational Decline and Cutback Management /$rCharles H. Levine.$gBox 17.1.$t"Workforce Reduction and Productivity" /$rMarc Holzer.$g18.$tAn Empirical Study of Competition in Municipal Service Delivery /$rE. S. Savas --$gPt. 3.$tPerformance Measurement.$g19.$tExcellence in Public Service - How Do You Really Know? /$rDavid T. Stanley.$g20.$tThe Self-Evaluating Organization /$rAaron Wildavsky.$g21.$tProgram Evaluation and Program Management /$rHarry S. Havens.$g22.$tPerformance Measurement Principles and Techniques: An Overview for Local Government /$rHarry P. Hatry.
505 80 $gBox 22.1.$t"Difficulties in Measuring Human Services Performance" /$rPaul Epstein.$g23.$tMeasuring State and Local Government Performance: Issues to Resolve Before Implementing a Performance Measurement System /$rGloria A. Grizzle.$gBox 23.1.$t"Using Performance Measures" /$rPhilip G. Joyce.$g24.$tDeveloping Performance Indicators for the Pennsylvania Department of Transportation /$rTheodore H. Poister.
520 $aPublic Sector Performance brings together, in a single volume, the classic, enduring principles and processes that have defined the field of public sector performance as written in the words of leading practitioners and scholars. Confronted with rising citizen discontent, the Reinventing Government movement, and new technological challenges, public organizations everywhere are seeking means of improving their performance.
520 8 $aTaken as a whole, this volume provides a performance compass for today's public managers, helping them to reconstruct the public's confidence in, and support of, government.
650 0 $aGovernment productivity.$0http://id.loc.gov/authorities/subjects/sh85056092
650 0 $aOrganizational change.$0http://id.loc.gov/authorities/subjects/sh85095525
650 0 $aOrganizational effectiveness.$0http://id.loc.gov/authorities/subjects/sh85095526
650 0 $aPublic administration.$0http://id.loc.gov/authorities/subjects/sh85108611
700 1 $aKearney, Richard C.$0http://id.loc.gov/authorities/names/n81150892
700 1 $aBerman, Evan M.$0http://id.loc.gov/authorities/names/n97093431
852 00 $boff,bus$hJF1525.P67$iP87 1999