Social and Behavioral Sciences Commons^™

Strategic Management Of Three Critical Levels Of Risk, Christine G. Springer

Public Policy and Leadership Faculty Publications

The financial crisis that erupted in 2007 revealed a major gap in the management systems of government and business. For the most part, governments focused on revenue growth, productivity, cost control and quality. There were many interrelated factors involved with the failures but two in particular stand out in my mind: a failure to explicitly account for risk when formulating organizational strategies and a failure to monitor and manage the risks that they had identified and assumed. Organizations face many different types of risk but often they can be categorized into three types based upon their predictability, controllability and management. …

Strategic Management In A Networked World, Christine G. Springer

Public Policy and Leadership Faculty Publications

The article provides guidelines to an effective approach of managing employees in the U.S. These include the ability to both detect a problem and to effectively respond to it. It is also considered important when strategies are adopted, where a collaborative action among network partners can be promoted. The author also stresses the importance of valuing and nurturing organizational learning and development.

Network Governance And Health Care Policy, M. Ernita Joaquin, Nathan Meyers

Public Policy and Leadership Faculty Publications

As a paradigm, network governance is trumping “public administration” or traditional models of government. Policies taking a network governance approach seem to have a greater chance of goal
attainment. Is network governance in health care policy a means of bridging the ideological divide, what with national health policy initiatives tripping on partisan hurdles? One example of network governance (as expounded by Stephen Goldsmith and William Eggers in their 2004 book) at the state level is high-risk health insurance programs (HRPs).

An Examination Of Rural Residents’ Perceptions Of Environmental Activities At The Nevada Test Site: Results Of A Mail Questionnaire 2008 – 2009, Helen R. Neill

Public Policy and Leadership Faculty Publications

Purpose:

Given the U.S. DOE's Environmental Management activities at the Nevada Test Site, what matters to rural residents living nearby?

DOE provided a grant to the University of Nevada, Las Vegas to conduct a questionnaire and analyses.

Motivated To Serve: An Empirical Examination Of Motivation And Consequences In The Public And Nonprofit Organizations, Sung Min Park, Jessica Word

Public Policy and Leadership Faculty Publications

This article draws upon a sample of nonprofit and state government managers to examine the role that service motivation plays in both sectors. The research addressed three main questions: 1) what are the main motivational types and constructs of managers in the public and nonprofit sectors? 2) what differences exist between these sectors in terms of level of motivation? And 3) what are the long-term and short-term consequences of different types of motivation? Our findings suggest that in many ways public and nonprofit managers are similar in terms of the importance of intrinsic versus extrinsic rewards. Public and nonprofit managers …

Rural Communities And Awareness Of Doe Environmental Management Programs At The Nevada Test Site: Do Outreach Efforts Matter?, Helen R. Neill, K. K. Snyder, Janet Ward

Public Policy and Leadership Faculty Publications

Are residents living in communities around the Nevada Test Site aware of environmental remediation activities and do outreach efforts contribute to awareness? Through a U.S. Department of Energy (DOE) grant, the University of Nevada, Las Vegas administered a mail questionnaire to 14,083 residents and received 1,721 responses. Approximately 90% of the respondents reported awareness of past nuclear tests at the Nevada Test Site; 63% reported awareness of low-level radioactive waste disposal at the site; and 41% are aware that the Yucca Mountain Project for high level waste disposal is part of the Office of Civilian Radioactive Waste Management and not …

Managing In A Time Of Crisis, Christine G. Springer

Public Policy and Leadership Faculty Publications

Some managers shine during a major crisis, while others don’t. As a strategic manager, one must follow a comprehensive protocol that includes the implementation of teams, systems and tools to respond to a crisis. It also requires having an action plan in place to react quickly, manage rumors and respond to victims and stakeholders sincerely while recovering from the crises’ impact. It starts with being willing to ask and answer important questions like: What is the worst that could happen? It then requires addressing how to plan for and avert crises by securing the workplace and the proper management of …

Transition Teams Matter, Christine G. Springer

Public Policy and Leadership Faculty Publications

As President-elect Obama comes to office, his administration faces daunting challenges and yet many expect that his diverse team of cabinet appointees may serve as a model for future transitions. In order for this administration to be truly successful, more is required. There must be functional teams in place not only at the cabinet level but also at the public administration level within each agency that operate according to clearly defined decision-making protocols and understand what they are accountable for and are willing to own the results achieved. This requires leadership, team skill and an alignment process so that progress …

Emergency Managers As Change Agents, Christine G. Springer

Public Policy and Leadership Faculty Publications

Since 2001, FEMA and others have been defining and refining competencies for emergency management professionals. In so doing, they have addressed directly and indirectly the qualities of leaders. We know that leadership is not a person or a position. It is a complex relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good. We also know that transformational or change-based leadership has become an organizational necessity given the fact that emergency management as a profession is just now coming into its own and emergency management jobs are not traditional in terms of the how, …