The Administration of Public Policy |
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Page 71
... individual personality needs versus organizational imperatives . Drawing upon both psychology and management ideology , Argyris shows that the " fit " of an individual to his employing organization is not easy - if in- deed it is ...
... individual personality needs versus organizational imperatives . Drawing upon both psychology and management ideology , Argyris shows that the " fit " of an individual to his employing organization is not easy - if in- deed it is ...
Page 72
... individual's freeing himself from his childhood de- terminers of behavior ( e.g. , the family ) and devel- oping his own set of behavioral determiners . The individual does not tend to react to others ( e.g. , the boss ) in terms of ...
... individual's freeing himself from his childhood de- terminers of behavior ( e.g. , the family ) and devel- oping his own set of behavioral determiners . The individual does not tend to react to others ( e.g. , the boss ) in terms of ...
Page 74
... individual to use only a few of his abilities . Moreover , as specialization increases , the less complex motor abilities are used more frequently . These , research suggests , tend to be of lesser psychological importance to the individual ...
... individual to use only a few of his abilities . Moreover , as specialization increases , the less complex motor abilities are used more frequently . These , research suggests , tend to be of lesser psychological importance to the individual ...
Contents
Public Private | 1 |
Dwight Waldo The Administrative State Revisited | 9 |
Comparative | 31 |
Copyright | |
11 other sections not shown
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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