By Jonathan R. Tompkins

ISBN-10: 053417468X

ISBN-13: 9780534174682

Written with current and destiny public managers in brain, association idea AND PUBLIC administration hands scholars with the theoretical and conceptual wisdom essential to be powerful managers. The textual content examines every one significant school-of-thought via taking a chronological strategy. This strategy allows the reader to appreciate each one significant institution within the context during which it emerged and won prominence. putting each one college in ancient context by using a chronological method of the exam of idea enables a deeper knowing of the fabric and encourages the reader to advance his or her personal innovations and ideas.

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The danger inherent in this belief is that it can discourage managers from even considering administrative reforms not sanctioned by Weber's model. For many managers, the orthodox model is the only operating model to which they have been exposed. Confronted with the need to restructure their agencies they automatically turn to the orthodox model for guidance. Because reforms that depart from this model are not considered worthy of discussion, Weberian orthodoxy acts as a brake on innovation and change.

Weber's structural perspective has been and continues to be very useful in this respect. It not only helps us understand how structure can be used for purposes of coordination and control but it also continues to serve as a widely recognized point of departure for investigating problems of organizational design and behavior. It must be remembered that Weber did not set out to develop a comprehensive theory of organizational effectiveness. If his analysis has little to say about h o w actual bureaucracies differ or the conditions under which some perform better than others, this does not lessen the importance of his contributions or the relevance of his ideal-type model.

Understanding this, rulers and administrators take deliberate steps to encourage acceptance of their right to command, thereby reinforcing the duty to obey. 2 Three Types of Legitimate Authority Where their authority is accepted as legitimate, rulers and administrators need not rely as heavily on coercion, either in relation to the citizenry or the m e m bers of administrative offices. But what is the basis of this perceived legitimacy? Weber identified three conceptually pure types of authority: charismatic, traditional, and legal-rational.

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Organization Theory and Public Management by Jonathan R. Tompkins

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