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Social and Behavioral Sciences Commons™
Open Access. Powered by Scholars. Published by Universities.®
- Keyword
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- Administrative agencies (1)
- Administrative agencies; Civil service; Corporate culture; Executives; Government productivity; Human capital; Leadership; Management; Organizational aims and objectives; Organizational change; Public administration; Recessions; Risk management in business; Strategic planning (1)
- Administrative agencies; Command and control systems; Editorials; Organizational change; Organizational effectiveness; Public administration; Reengineering (Management); Trust (1)
- Administrative agencies; Creative ability; Editorials; Innovation management; Organizational behavior; Organizational change; Organizational learning; Public administration (1)
- Administrative agencies; Organizational change; Public administration – Forecasting; Strategic planning (1)
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- Conflict management; Consensus (Social sciences); Decision making; Problem solving; Strategic planning (1)
- Editorials; Leadership; Legacies; Public administration; Public officers (1)
- Emergency management (1)
- Government productivity (1)
- Government productivity; Postal service; Strategic planning; Success in business; United States Postal Service (1)
- Leadership (1)
- Management (1)
- New York (State)— Catskill Mountains; New York (State) – New York; Water – Pollution; Water – Recreational use; Water resource management; Water quality; Water supply; Watershed management; United States. Safe Drinking Water Act Amendments of 1986 (1)
- Organizational change (1)
Articles 1 - 9 of 9
Full-Text Articles in Social and Behavioral Sciences
Making The Most Of Opportunities During A Recession, Christine G. Springer
Making The Most Of Opportunities During A Recession, Christine G. Springer
Public Policy and Leadership Faculty Publications
The best public managers know that conventional thinking won’t get them through tough times and that a recession is a rich opportunity to reinvent their organization and to lay the groundwork for future successes. Good times are when managers experience their greatest success. But bad times provide the greatest opportunities to rethink how the organization will persist through the inevitable up and down economic cycles so as to be successful in the future. Smart managers today that I have engaged regarding this process say that they plan for both the good and bad times by continually focusing on six processes: …
Emergency Managers As Change Agents, Christine G. Springer
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, …
Strategically Managing Resources And Revenue, Christine G. Springer
Strategically Managing Resources And Revenue, Christine G. Springer
Public Policy and Leadership Faculty Publications
The author reflects on the use of strategic management in the success of the United States Postal Service. She states that the U.S. Postal Service has used the breakthrough productivity scheme to reduce mail-processing costs and address retail locations and bulk-mail areas. She believes that the service is committed in gaining sustained success through the scheme and in serving its customers effectively.
Managing With Foresight And Insight, Christine G. Springer
Managing With Foresight And Insight, Christine G. Springer
Public Policy and Leadership Faculty Publications
As we begin the New Year, it is important to look at the trends that need to be considered in the future and how or if these driving forces will define what strategic management means in 2008. It is also important to understand that looking to the past alone for guidance may skew our view of present facts even when those facts are supported by sound data. Strategic managers make sense out of what is going on around them and what is possible in the future by looking and listening to forecasts for the future, to what is critical for …
Putting A Face On Organizational Innovation, Christine G. Springer
Putting A Face On Organizational Innovation, Christine G. Springer
Public Policy and Leadership Faculty Publications
The article discusses the author's view on the importance of fostering continuous innovation and renewal in public agencies for the success in public management. The author shares that she has come to understand that there are 15 types of teams and individuals that feed innovation inside organizations, outsiders and insiders. She said that by developing such innovation personalities, public managers have the chance to support new concepts in improving processes.
Leaving A Leadership Legacy, Christine G. Springer
Leaving A Leadership Legacy, Christine G. Springer
Public Policy and Leadership Faculty Publications
The author reflects on the concept of leaving a leadership legacy on public administration. She states that it is all about making a difference and that means taking stands on things that matter in the field. It also means acting courageously where there is no money-back guarantee. Furthermore, she stresses that legacies are not just wishful thinking where public managers choose to leave will be based upon the life they lead.
Taking The Time To Rebuild Trust In Government, Christine G. Springer
Taking The Time To Rebuild Trust In Government, Christine G. Springer
Public Policy and Leadership Faculty Publications
The author reflects on the importance of trust. She stated that trust is more significant than ever to public managers as trust in the government ebbs. It is important to public managers because it directly impacts the speed and cost of getting things done. Moreover, she considers command and control management and downsizing and reengineering as threats to any trust infrastructure.
Managing Conflict To Build Consensus, Christine G. Springer
Managing Conflict To Build Consensus, Christine G. Springer
Public Policy and Leadership Faculty Publications
The article discusses views on dealing with conflict to build consensus in strategic management. Fostering conflict to improve decision making while building consensus so essential to effective implementation demands the stimulation of debate, keeping conflict constructive, ascertaining that the process is fair and legitimate and being able to reach closure.
Resource Use Conflict In New York City's Catskill Watersheds: A Case For Expanding The Scope Of Water Resource Management, Krystyna Anne Stave
Resource Use Conflict In New York City's Catskill Watersheds: A Case For Expanding The Scope Of Water Resource Management, Krystyna Anne Stave
Public Policy and Leadership Faculty Publications
In New York City's water supply watersheds, controversy over water quality protection underscores both the need to expand the scope of water resource management and the challenges to doing so. This paper describes the response of watershed residents to !'Jew York City's efforts to avoid filtration mandated by the 1986 Safe Drinking Water Act Amendments and 1989 Surface Water Treatment Rule. The emergence of a spectrum of stakeholder groups representing land owners, sport fishermen, businesses, environmental groups and local communities has brought social and economic issues not previously part of the City's water management program to the center of the …