The Administration of Public Policy |
From inside the book
Results 1-3 of 32
Page 78
... employee prefers to be di- rected , wishes to avoid responsibility , has relatively little ambition , and above all wants security . Hence the Theory X model implies that the best way to direct employees is to exercise con- trol through ...
... employee prefers to be di- rected , wishes to avoid responsibility , has relatively little ambition , and above all wants security . Hence the Theory X model implies that the best way to direct employees is to exercise con- trol through ...
Page 79
... employee - management co- operation , and employee training . Through the program of employee - management cooperation , employees are encouraged to con- tribute their suggestions for improving communi- cations between employees and ...
... employee - management co- operation , and employee training . Through the program of employee - management cooperation , employees are encouraged to con- tribute their suggestions for improving communi- cations between employees and ...
Page 82
... employees should be exerting greater efforts to- ward increasing productivity . It also appears that TVA has an " above nor- mal " level of job dissatisfaction . When the sala- ried , nonmanagerial employees were asked to indicate the ...
... employees should be exerting greater efforts to- ward increasing productivity . It also appears that TVA has an " above nor- mal " level of job dissatisfaction . When the sala- ried , nonmanagerial employees were asked to indicate the ...
Contents
Public Private | 1 |
Dwight Waldo The Administrative State Revisited | 9 |
Comparative | 31 |
Copyright | |
11 other sections not shown
Common terms and phrases
action activities adminis advice advisers advisory agen agencies American analysis areas authority basic behavior budget Bureau bureaucracy cial clearance committees conflict Congress congressional contract contractor coordination cost Council decision-making decisions Defense Department economic effective employees eral ernment established example executive experience fact federal government Forest formal function goals governmental grams grants hierarchy important individual industry institutions interest involved issues legislative major ment million ministration National Cancer Institute negative income tax nomic nomothetic Office Ombudsman operations organization organizational participation planning political President presidential problems procedures professional program manager proposals public administration relations responsibility Robinson role scientific scientists Secretary Senate sion social Southport specific staff structure technical theory tion tional tive V. O. Key variables veto White House World War II