Mission Driven Bureaucrats suggests that workers can often do better with more empowerment and less compliance-oriented management. Honig provides strategies for managers and suggestions for what everyday citizens can do to support the empowerment of bureaucrats in their governments.
Mission Driven Bureaucrats suggests that workers can often do better with more empowerment and less compliance-oriented management. Honig provides strategies for managers and suggestions for what everyday citizens can do to support the empowerment of bureaucrats in their governments.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dan Honig is an associate professor at Georgetown University McCourt School & University College London School of Public Policy, where his work focuses on the organizational bits of government's role in enhancing citizens' welfare--particularly management practice, organizational structure, and relations between citizens and the state. Amongst other affiliations he's a non-resident fellow at the Center for Global Development; a fellow of Harvard's Building State Capability Program; and an affiliate of Johns Hopkins' SNF Agora Institute. He has been included in lists of the 100 most influential academics in government and 50 most influential researchers shaping 21st century politicians.
Inhaltsangabe
* Preface * Acknowledgments * Part I: When Should We Expect a Focus on Mission Driven Bureaucrats and Empowerment-Oriented Management to Improve Performance? * Chapter 1 The Missions of Bureaucrats, and of This Book * Profile: Casey Joseph Roberts: Mission Driven Bureaucrats in US State Department Operations Medicine (Guardian) * Chapter 2 Empowerment-oriented Management, Mission Motivation, and Performance * Profile: Florence N. Kuteesa - Mission Oriented Leadership in the Ugandan Ministry of Finance, Planning and Economic Development (Budget Director) * Part II: Diagnosis: Evidence on How and When Empowerment-Oriented Management Works * Chapter 3 How You're Managed Changes What You Want to Do: The Impact of Managing for Empowerment on Current Bureaucrats * Profile: Uma Mahadevan- Managing for Empowerment in the Indian Administrative Service (Additional Chief Secretary) * Chapter 4 Attracting (and Keeping) the Mission Motivated * Profile: Tathiana Chaves de Souza - Mission Alignment and Connection to Citizens in the Brazilian Chico Mendes Institute for Biodiversity Conservation (Forest Ranger) * Chapter 5 Systems All the Way Down: Peers, Norms, and the Default Ways of Getting Things Done * Profile: Judy Parfitt - Shifting Mission Points and Cultivating Mission Motivation in the South African Revenue Service (HR Director) * Chapter 6 Pathways from Managing for Empowerment and Managing for Compliance to Results * Profile: Labanya Margaret, Allowing Autonomy with Management that Empowers at the South Sudanese National Bureau of Statistics (Director General) * Part 3: Prescription: Why Empowerment-Oriented Management is Underused and How to Change That * Chapter 7 Rethinking Accountability for Mission Driven Bureaucrats\ * Profile: Preetam Ponnappa, Mission Motivated Accountability in Karnataka, India (Social Auditor) * Chapter 8 Strategies to Improve Performance -Diagnosing an Organization and Prescribing Route E Reforms * Profile: Batool Asadi, Modeling Mission Motivation in Balochistan, Pakistan (Assistant Commissioner) * Chapter 9 If You Build It, They Will Come: Why Management Practice Needs to Lead, Not Follow * Bibliography * Appendix I: Technical Appendix
* Preface * Acknowledgments * Part I: When Should We Expect a Focus on Mission Driven Bureaucrats and Empowerment-Oriented Management to Improve Performance? * Chapter 1 The Missions of Bureaucrats, and of This Book * Profile: Casey Joseph Roberts: Mission Driven Bureaucrats in US State Department Operations Medicine (Guardian) * Chapter 2 Empowerment-oriented Management, Mission Motivation, and Performance * Profile: Florence N. Kuteesa - Mission Oriented Leadership in the Ugandan Ministry of Finance, Planning and Economic Development (Budget Director) * Part II: Diagnosis: Evidence on How and When Empowerment-Oriented Management Works * Chapter 3 How You're Managed Changes What You Want to Do: The Impact of Managing for Empowerment on Current Bureaucrats * Profile: Uma Mahadevan- Managing for Empowerment in the Indian Administrative Service (Additional Chief Secretary) * Chapter 4 Attracting (and Keeping) the Mission Motivated * Profile: Tathiana Chaves de Souza - Mission Alignment and Connection to Citizens in the Brazilian Chico Mendes Institute for Biodiversity Conservation (Forest Ranger) * Chapter 5 Systems All the Way Down: Peers, Norms, and the Default Ways of Getting Things Done * Profile: Judy Parfitt - Shifting Mission Points and Cultivating Mission Motivation in the South African Revenue Service (HR Director) * Chapter 6 Pathways from Managing for Empowerment and Managing for Compliance to Results * Profile: Labanya Margaret, Allowing Autonomy with Management that Empowers at the South Sudanese National Bureau of Statistics (Director General) * Part 3: Prescription: Why Empowerment-Oriented Management is Underused and How to Change That * Chapter 7 Rethinking Accountability for Mission Driven Bureaucrats\ * Profile: Preetam Ponnappa, Mission Motivated Accountability in Karnataka, India (Social Auditor) * Chapter 8 Strategies to Improve Performance -Diagnosing an Organization and Prescribing Route E Reforms * Profile: Batool Asadi, Modeling Mission Motivation in Balochistan, Pakistan (Assistant Commissioner) * Chapter 9 If You Build It, They Will Come: Why Management Practice Needs to Lead, Not Follow * Bibliography * Appendix I: Technical Appendix
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