The Administration of Public Policy |
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Page 80
... participation in decision - making to a more balanced concept of participation that in- corporates more of the elements of direct par- ticipation advocated by the Theory Y model . Table I shows TVA management responses which suggest ...
... participation in decision - making to a more balanced concept of participation that in- corporates more of the elements of direct par- ticipation advocated by the Theory Y model . Table I shows TVA management responses which suggest ...
Page 81
... participation need to be supplemented . Nearly 40 per cent of the respondents did not believe that they were in- formed " promptly and clearly " about top man- agement decisions that directly affected them . The responses to statements ...
... participation need to be supplemented . Nearly 40 per cent of the respondents did not believe that they were in- formed " promptly and clearly " about top man- agement decisions that directly affected them . The responses to statements ...
Page 82
... participation mechanisms has fostered just such conditions . The expectation of a relatively unproductive work force is substantiated to some degree by the response to statement 3 in Table I in which 46.2 per cent of the management ...
... participation mechanisms has fostered just such conditions . The expectation of a relatively unproductive work force is substantiated to some degree by the response to statement 3 in Table I in which 46.2 per cent of the management ...
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