DOCSLIB.ORG

Information Technology Competence in Undergraduate Public Administration Curricula

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Information Technology Competence in Undergraduate Public Administration Curricula INFORMATION TECHNOLOGY COMPETENCE IN UNDERGRADUATE PUBLIC ADMINISTRATION CURRICULA by LIZA CECIEL VAN JAARSVELDT Submitted in accordance with the requirements for the degree of DOCTOR OF LITERATURE AND PHILOSOPHY In the subject PUBLIC ADMINISTRATION at the UNIVERSITY OF SOUTH AFRICA SUPERVISOR: PROF JS WESSELS CO-SUPERVISOR: PROF EC STRÖH NOVEMBER 2010 RECOGNITION AND ACKNOWLEDGEMENTS I would like to extend my gratitude to the following people and institutions, who have contributed to the completion of this thesis: • First and foremost I am grateful to God who has put me on this path and given me dreams and opportunities and surrounded me with people who have supported me all the way. • I am sincerely thankful to my family, especially my mother for her continuous love and encouragement in writing this thesis. Thank you for the sacrifices you have made through the years in helping me to study, learn and gain more knowledge and wisdom. Thank you for always believing in me. • A heartfelt thank you to my promoter and mentor, Professor JS Wessels, for his leadership and assistance and continued encouragement. Also for his unwavering support and for going above and beyond his duty to back me during my difficult times. Without your understanding and aid this thesis would not have been possible. • A huge thank you to my joint promoter, Professor EC Ströh, for his direction, dedication, wisdom and patience. Thank you for all the fast and concise feedback, advice and knowledge that you so willingly shared with me. Your contribution has made this thesis richer, fuller and refined. • Thank you to the University of South Africa (UNISA) and the Department of Public Administration and Management for equipping and facilitating me. Thank you for the opportunity to work, study, learn and grow under your wing. • Thank you to all my colleagues that supported me in doing this research, especially Professor DJ Brynard, Professor GM Ferreira and Professor M van Heerden. I know I can always count on you for advice, support and guidance. ii • Thank you to all my friends that supported me with patience during the writing of this thesis. I would like to especially thank Mr Andre van Schalkwyk, my colleague and friend, for being a pillar of encouragement; always willing and never too busy (in a manner of speaking) to assist me. • A big thank you to Me Yolanda McCabe for her continued friendship over many years. I also appreciate the computer assistance, grammar tips, editing and time that you spent helping me. • Thank you to everyone else, including Me Melanie Malan in the library that assisted me and made my research more accessible and user-friendly. iii DECLARATION Student number: 3545-936-0 I declare that “Information Technology competence in undergraduate Public Administration curricula” is my own work and that all the resources that I have used or quoted have been indicated and acknowledged by means of complete references. LC van Jaarsveldt Date iv SUMMARY This research was selected after the South African Minister of Public Service and Administration, Minister Geraldine Fraser-Moleketi’s, statement in the Budget vote speech of 2002 that government spent an estimated R3 billion per annum on Information and Communication Technology (ICT) goods and services, but that only 20 percent of public servants are computer literate. In 2004, this was illustrated again by the Minister who stated that the government will be recruiting new skilled personnel and that the recruitment will take place primarily from African countries, India and Iran. During 14 to 17 November 2005 the Minister lead a delegation to India with the specific purpose of reaching agreements between the two countries for assistance by the Indian public service through the transfer of Indian public servants, as well as training interventions and mentorship programmes for South African public servants. Information technology is one of the key strategies that governments can use to reform and improve public service delivery. Large amounts of information are required to deliver public services, for example pension and unemployment administration. However, to make proper use of and benefit from information technology public servants will need information technology skills and knowledge. It is generally accepted that universities provide Public Administration education to students that will become the future workforce in the public service. It is the duty of a university to provide scientifically inspired career education to students. Universities undertake to provide the knowledge as well as higher education to students in order to function effectively in the workplace. A student studying for a career should be able to gain knowledge about the field of study and gain the necessary skills to be used in practice. Thus, students in Public Administration should not only have knowledge about the subject Public Administration, they should also be able to act as professional public servants that can serve the v public. The question can however be asked whether the curricula provided to undergraduate Public Administration students at South African universities comply with the needs of the public work force when considering the use of information technology competencies? vi KEY TERMS Competence Curricula Education e-government Facilitate Information technology Knowledge Public Administration Public service Skills Standards Teaching Undergraduate Universities Web 2.0 vii TABLE OF CONTENTS CHAPTER 1 INTRODUCTION AND RESEARCH DESIGN 1 1.1 General introduction 1 1.2 Motivation of the research topic 3 1.3 Problem statement 4 1.4 Objective and aims of this research 5 1.5 Conceptual analysis 6 1.6 Other terminology associated with the research 11 1.7 Preliminary literature review 13 1.8 Research design and methodology 14 1.8.1 Research design 14 1.8.2 Units of observation 15 1.8.3 Research methods 15 1.9 Framework for this research project 16 CHAPTER 2 THE ROLE AND FUNCTION OF UNIVERSITIES AND HIGHER EDUCATION 18 2.1 Introduction 18 2.2 The philosophy of higher education 19 2.3 Origin and traditional role and function of universities 22 2.4 Changing role of universities and higher education 28 2.5 The university of the future 32 2.6 The information society 37 viii 2.6.1 The development of the information society 37 2.6.2 The concept: information society 39 2.6.3 The characteristics of the information society 40 2.7 Conclusion 41 CHAPTER 3 THE DEVELOPMENT AND RELEVANCE OF PUBLIC ADMINISTRATION EDUCATION 43 3.1 Introduction 43 3.2 The development of Public Administration education 44 3.2.1 Paradigm 1: The politics/ administration dichotomy, 1900 – 1926 46 3.2.2 Paradigm 2: The principles of administration, 1927 – 1937 48 3.2.3 Paradigm 3: Public Administration and Political Science, 1938 – 1947 50 3.2.4 Paradigm 4: Public Administration as Management, 1956 – 1970 50 3.2.5 Paradigm 5: Public Administration as Public Administration, 1970 to date 51 3.3 The development of Public Administration education in South Africa 55 3.4 The relevance of Public Administration education in South Africa 62 3.4.1 Advantages of training and education in building human capacity 64 3.5. Requirements for Public Administration education in South Africa 65 3.5.1 The Higher Education Quality Committee 65 3.5.2 The South African Qualification Authority (SAQA) 66 3.6 International standards for Public Administration education 68 3.6.1 The International Association of Schools and Institutes of Administration (IASIA) 68 ix 3.6.2 The National Association of Schools of Public Affairs and Administration (NASPAA) 71 3.7 Conclusion 73 CHAPTER 4 INFORMATION TECHNOLOGY IN THE SOUTH AFRICAN PUBLIC SERVICE 75 4.1 Introduction 75 4.2 Information technology use in South Africa 76 4.3 The benefits of using information technology in the public service 77 4.4 The use of information technology in the public service 82 4.4.1 Role of information technology in improving service delivery 82 4.4.2 Government actions confirming a sensitivity for the importance of information technology 85 4.5 Information technology skills required by public servants 92 4.6 Information technology skills in the private sector 98 4.7 The future of technology 101 4.8 Conclusion 106 CHAPTER 5 UNDERGRADUATE PUBLIC ADMINISTRATION CURRICULA IN SOUTH AFRICA 108 5.1 Introduction 108 5.2 The higher education landscape of South Africa 109 5.3 Public Administration curricula at South African universities 114 5.3.1 Comprehensive universities 118 5.3.2 Universities 125 5.3.3 Universities of technology 133 x 5.4 Conclusion 139 CHAPTER 6 UNDERGRADUATE PUBLIC ADMINISTRATION MODULES THAT INCLUDE INFORMATION TECHNOLOGY 141 6.1 Introduction 141 6.2 Information technology in undergraduate Public Administration curricula 142 6.2.1 Public Information Service I 143 6.2.2 Public Information Practice II 150 6.2.3 Management of Information III 156 6.3 An evaluation of undergraduate Public Administration modules that include information technology against information technology skills required 163 6.4 Conclusion 174 CHAPTER 7 CONCLUSION AND RECOMMENDATIONS 176 7.1 Introduction 176 7.2 Research summary 177 7.3 Final conclusion 185 7.4 Recommendations 187 LIST OF SOURCES 189 xi INDEX OF FIGURES Figure 5.1: Comprehensive Universities in South Africa 119 Figure 5.2: Universities in South Africa 126 Figure 5.3: Universities of Technology in South Africa 135 Figure 5.4: Percentage of information technology used in undergraduate Public Administration curricula in South Africa 139 INDEX OF TABLES Table 2.1:
Load more

Recommended publications
  • El Aporte Antropológico De Leonardo Polo a La Universidad Y a La Teoría
    UNIVERSIDAD DE NAVARRA INSTITUTO EMPRESA Y HUMANISMO EL APORTE ANTROPOLOGICO DE LEONARDO POLO A LA UNIVERSIDAD Y A LA TEORIA DE LA EMPRESA TESIS DOCTORAL Silvia Carolina Martino Director Prof. Dr. Juan Fernando Sellés Dauder Co-Directora Prof. Dra. Concepción Naval Durán PAMPLONA – ABRIL, 2017. ÍNDICE ÍNDICE .............................................................................................................................. 3 INTRODUCCIÓN ............................................................................................................. 9 Agradecimientos ........................................................................................................ 28 PRIMERA PARTE .......................................................................................................... 30 Capítulo 1. El Planteamiento Antropológico de Leonardo Polo. ............................. 30 Introducción ...................................................................................................... 30 1.1. Semblanza y trayectoria intelectual. El autor ............................................. 33 1.1.1. Recorrido intelectual y biográfico ........................................................ 34 1.2. Propuesta antropológica de Leonardo Polo ............................................... 45 1.2.1 El método filosófico poliano ................................................................ 46 1.2.2. La ampliación trascendental ................................................................. 51 1.2.3. La distinción real de
    [Show full text]
  • Management Control Systems : a Short History from Fayol to Forrester
    Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis Collection 1965-04-01 Management control systems : a short history from Fayol to Forrester. Dunlevy, John H. George Washington University http://hdl.handle.net/10945/12586 N PS ARCHIVE 1965 DUN LEVY, J. John H. Dunlevy Management Control Systems.. ' IT CCNTROL SY • r mssosr f« % tc tommm John H. Eunlevy h Bachelor of Science (Commerce) University of Notre Dane, 1951 A Thesis Submitted to the School of Government, business and International Affairs of The George Washington University in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration April 26, 1965 Thesis directed by Karl S. Stromsem, Ph. Professor of Public Administration I j j DUDLEY KNOX LIBRARY MONTEREY CA 93943-5101 • '. .. TABLE Of CONTENTS Ptgl ILLUSTRATIONS ir ACS T Chapter I THE FAYOLIAN CONCEPT OF MANAGEMENT CONTROL 1 II SUBSEQUENT VIEWS OF CONTROL IN ORGANIZATIONS 18 The "Principle*" of Control The Active Element in Management Control The Informational Aspects of Control III THE MANAGEMENT SCIENCE CONCEPT OF CONTROL IN ORGANIZATION 42 The Origins of Management Science The Methodology of Management Science Information-Feedback Control Theory The "Systems" Concept of Organisation IV SOME CONSIDERATIONS IN THE DESIGN OF MANAGEMENT INFORMATION AND CONTROL SYSTEMS 59 Measurement of Information and Control System Performance The Information and Control Spectrum The Locus of Control V SUMMARY AND CONCLUSIONS 96 BIBLIOGRAPHY 103 iii ILLUSTRATIONS Figure P*ge 1-1 Urwick'a Tabular Presentation of Principles of Administration 10 2-1 Performance Deviation from Policy or Standard 28 2-2 Revision of Policy or Standard 30 2-3 Revision of T^olicy or Standard and Correction of Performance 30 2-A A Two-part Management Information Flow 33 2-5 The Anatomy of Management Information 39 3-1 A Simplified Organisation Chart 52 3-2 A Simplified Communications Chart of an Organisation .
    [Show full text]
  • INR142&Stid=172&Pid=T 1/13 7/19/2017 Untitled Document
    7/19/2017 Untitled Document eExam Question Bank Coursecode: Choose Coursecode Delete Selected Questions Assign Selected Questions to eExam Show 150 entries Search: Question Type Question A B C D Answer Remark FBQ The civil service in Nigeria Manipulative eExam during the colonial era and the first republic was organized along the lines of the British Civil Service with four main classes – the Administrative, the Executive, Clerical and Classes FBQ Political Neutrality eExam means that a public officer does not become involved in partisan politics. FBQ Comparative eExam approach to the study of public administration owns its development to comparative politics FBQ The institutional eExam approach tended to emphasize formal relationships and separation of powers among the three tiers of government – legislature, executive and judiciary. FBQ The earliest approach to institutional eExam the study of governmental administration is known as approach FBQ The survey eExam method is interested in the accurate assessment of the characteristics of whole populations of people. http://www.tmanouonline.net/activate_eexam.php?coursecode=INR142&stid=172&pid=T 1/13 7/19/2017 Untitled Document FBQ Descriptive eExam method of inquiry in public administration is concerned with the collection of data for the purpose of describing and interpreting existing conditions, prevailing practices, beliefs, attitudes and on-going process? FBQ Documents eExam are usually written whereas relics are generally archaeological or geological remains such as tools and utensils. FBQ political eExam science and management are the major influences on the present stage of development of public administration. FBQ The administrative administrative eExam paradigm that evolved between 1956-1970 shifted attention towards management science or science.
    [Show full text]
  • Public Administration Vs Private Administration
    Question: Difference between Public and Private Administration? The main distinction between the private sector and the public sector is principally there ownership. Private sectors are owned by shareholders or entrepreneurs while public sectors are jointly owned by members of political communities. Public agencies are funded by taxation whereas private agencies are funded by the pay of their consumers. Public sectors are controlled by political forces and private sectors are controlled by market forces. The Difference between the Private and Public Sector It is important to understand the difference between the private sector and public sector because your privacy rights will differ depending on the legislation that an organization is governed under. The Private Sector The private sector is usually composed of organizations that are privately owned and not part of the government. These usually includes corporations (both profit and non-profit), partnerships, and charities. An easier way to think of the private sector is by thinking of organizations that are not owned or operated by the government. For example, retail stores, credit unions, and local businesses will operate in the private sector. The Public Sector The public sector is usually composed of organizations that are owned and operated by the government. This includes federal, provincial, state, or municipal governments, depending on where you live. Privacy legislation usually calls organizations in the public sector a public body or a public authority. Some examples of public bodies in Canada and the United Kingdom are educational bodies, health care bodies, police and prison services, and local and central government bodies and their departments.
    [Show full text]
  • Lyndall F. Urwick – O Viață Dedicată Promovării Managementului Organizațiilor (Ii)
    Personalităţi - 673 - LYNDALL F. URWICK – O VIAȚĂ DEDICATĂ PROMOVĂRII MANAGEMENTULUI ORGANIZAȚIILOR (II) LYNDALL F. URWICK – A LIFE DEDICATED TO PROMOTING MANAGEMENT OF ORGANIZATIONS (II) Dr.ing., lic.teol. Remus LUNGU Șef lucr.dr.ing. Gabriela BĂCILĂ Dr.ing.,ec. Claudiu Ioan ABRUDAN Prof.dr.ing. Florin LUNGU Șef lucr.dr.ing. Ioan Simion DAN Universitatea Tehnică Cluj-Napoca 1 INTRODUCERE 1 INTRODUCTION Prezentul articol se The present paper represents constituie în cea de-a doua parte the second part of the a studiului biografic dedicat biographical study dedicated to memoriei distinsului promotor the memory of the distinguished al managementului promoter of organizational organizațiilor, care a fost management, which was Lyndall Lyndall Fownes Urwick. Dacă Fownes Urwick. If, in the first în prima parte, urmare a part, due to the inherent space limitărilor inerente de spațiu ale limitations of the journal, we only revistei am încercat doar să tried to score a few biographical punctăm câteva repere landmarks, his management biografice, activitatea sa de consulting activity, his consultanță în management, contributions to the institutional contribuțiile sale la construcția Lyndall F. Urwick (1891 - 1983) setting-up in promoting instituțională de promovare a management, respective to managementului respectiv la Revista de Management şi Inginerie Economică, Vol. 18, Nr. 4, 2019 - 674 - susținerea programelor educaționale în domeniul supporting educational programs in the field of managementului, în următoarele două articole ne management, in the two following papers we propunem să trecem în revistă câteva din lucrările intend to review some of his works, less known to sale, mai puțin cunoscute cititorului român. the Romanian reader.
    [Show full text]
  • Unit 8 Classical Approach- Luther Gulick and Lyndall Urwick
    UNIT 8 CLASSICAL APPROACH- LUTHER GULICK AND LYNDALL URWICK A structure 8.0 Objectives 8.1 Introduction , 8.2 Importance of Structure . , 8.3 From Fayol's Elements to POSDCORB " 8.4 Principles of Organisation .8.4.1 Work Division 8.4.2 Coordinatior~ 8.4.3 Unify pf Cornmarid .. 8.4.4 Line and Staff q, 8.4.5 The Snan of Control ' 8.5 Practical Value of Classical Theory 8.6 Criticism of Classical Theory '8.7 Let Us Sum Up 8.8 Key Words , . 8.9 . Some Useful Books 8.10 Answers to Check Your Progress Exercises ' I , 8.0 OBJECTIVES . _. In this Unit we shall'discuss thacontribution of Luther Gulick and Lyndall Urwick to the study of classical theory of administration. The study of this unit would enable you to: 0 describe the classical approach to administration and organisation, given by Gulick and Urwick * 0 ooint out the short-comings of the universal principlb, formulated by bulick and Urwick; and ' evaluate the importance of classical in thc administrative theory. ( , 8.1 INTRODUCTkON - > '4 Systematic study and analysis of,organisation can be traced to the later part of 19th aid early 20th centuries. Taylor, Henry Fayol, Max Weber, Mooney and Reiley, Gulick and Urwick aie4rominknt among the many who attempted the scientific study of organisation, Based on his experiments, Taylor formulated his universal 'principles of scientific management' to jimprove productivity and efficiency in organisations. Henry Fayol, a successful French 'hanager and industrialist, expressyd his ideas in 19 16 in his book "Generqaland lndus~ial Manc~gernent".Max Weber a German Sociologist, focused on the concept of 'Bureaucracy' James Mooney, an industrialist with long years of experience with business enterprises.
    [Show full text]
  • ADMINISTRATIVE THEORY Credits: 4
    Subject: ADMINISTRATIVE THEORY Credits: 4 SYLLABUS The Nature of Public Administration Public Administration: Meaning and Scope, Importance of Public Administration, Public Administration and Other Social Sciences, Evolution of Public Administration, Comparative Public Administration Development Administration, Public Administration Public Organizations: The Paradigms Classical Approach Luther Gulick and Lyndall Urwick, Scientific Management—F.W. Taylor, Human Relations Approach—Elton Mayo, Systems Approach — Chester Barnard, Behavioural Approach — Herbert Simon, Social Psychological Approach—Douglas Mc Gregor and Abraham Maslow Ecological Approach— Fred W. Riggs Bureaucracy Meaning of Bureaucracy, Max Weber, Karl Marx, Representative Bureaucracy, Issues in Bureaucracy Concepts in Organization-I Formal and Informal Organizations, Hierarchy, Span of Control, Unity of Command, Centralization and Decentralization Concepts in Organization-II Delegation, Supervision, Communication, Administrative Planning, Authority and Responsibility, Leadership Concepts in Organization-III Chief Executive, Line Agencies, Staff and Auxiliary Agencies, Budgeting, Accountability, Citizen and Administration, Organizational Effectiveness, Administrative Theory— An Evaluation Suggested Readings: 1. Andrzej Huczynski, Stephen P. Robbins, David Buchanan, Organizational Behaviour: An Introductory Text: And Organisational Theory, Selected Readings, 2. Archana Singh, Organisational Behaviour ; Theory and Practice, Mohit Publications 3. James D. Thompson, Organizations
    [Show full text]
  • Henry Laurence Gantt the Gantt Chart Thinker 022
    Henry Laurence Gantt The Gantt Chart Thinker 022 The Gantt Chart Henry Laurence Gantt’s legacy to management is the Gantt Chart. Accepted as a commonplace project management tool today, it was an innovation of world-wide importance in the 1920s. But the Chart was not Gantt’s only legacy; he was also a forerunner of the Human Relations School of management and an early spokesman for the social responsibility of business. Life and career Henry Gantt (1861-1919) was born into a family of prosperous farmers in Maryland in 1861. His early years, however, were marked by some deprivation as the Civil War brought about changes to the family fortunes. He graduated from Johns Hopkins College and was a teacher before becoming a draughtsman in 1884 and qualifying as a mechanical engineer. From 1887 to 1893 he worked at the Midvale Steel Company in Philadelphia, where he became Assistant to the Chief Engineer (FW Taylor) and then Superintendent of the Casting Department. Gantt and Taylor worked well in their early years together and Gantt followed Taylor to Simonds Rolling Company and on to Bethlehem Steel. From 1900 Gantt became well known in his own right as a successful consultant as he developed interests in broader, even conflicting, aspects of management. In 1917 he accepted a government commission to contribute to the war effort in the Frankford Arsenal and for the Emergency Fleet Corporation. He died in 1919. Gantt’s contribution Gantt is often seen as a disciple of Taylor and a promoter of the scientific school of management. In his early career, the influence of Taylor - and Gantt’s aptitude for problem-solving - resulted in attempts to address the technical problems of scientific management.
    [Show full text]
  • 2700 Bc • Selected Bibliography
    SELECTED BIBLIOGRAPHY :for the DEVELOPMENT OF MANAGEMENT THOUGHT 2700 B.C • •'IC.. Ptah-hotep. "Book of Instructions". 400-500 B.C. Xenophon. Memorabila and Oeconomicus. Trans. by E.C. Marchant. Camtiridge: Harvard University Press, n.d. 1-100 A.D. Cato, De Re Rustica. Varro, Rerum Rusticam Libitres. both translated by a Virginia Farmer. Roman Farm Management, The Treatise, of Cato and Varro, New York: The Macmillan Co., 1913. 800-900 A •. D. Hammon, Robert. The Philosophy of Alforabi. New York: The r Hobson Book Press, 1947. 1000-1100 A.D. Bagley, F.R.C. Trans. Ghazali's Book of Counsel for Kings. London: Oxford University Press, 1964. 1300-1400 Whitting, C.E.J. Al Fakhri. London: Luzac & Co., Ltd., 1947. 1400-1599 Machiavelli, Niccole. The Prince. New York: Modern.Library. 1600-1800 Savary, Jacques. Le Parfalt N6gociant. Paris: J. Guignard fils, 1675. Watts, Thomas. An Essay on the Proper Method for Forming the Man of Business. 1716. Boston: Krell Library of Business and Economics, 1946. -2- Dupin, Charles. Discours Sur Le Sort Des Ouvriers. Paris: Bachelier, Libraire, 1831. Babbage, Charles. On the Economy of Machinery and Manufactures. London: Charles Knight, 1832. Smith, Frederic. Workshop Management: A Manual for Masters and Men. London: Wyman & Son, 1832. von Clausewitz, Carl. Principles of War. Harrisburg: Military Service Publishing Co., 1942. Ure, Andrew. The Philosophy of Manufacturers. London: Charles Knight, 1835. Freedley, ·Edwin T. A Practical Treatise on Business. Philadelphia: Lippincott, 1854. 1884 Wright, Carroll D. Report on the Factory System of the United States. Washington, D.C.: Government Print~ng Office, 1884.
    [Show full text]
  • How to Manage People Section
    How to Manage People Section One Learner Support Handbook Contents: Introduction Theory 1 Fayol’s 14 Principles of Management – part 1 - Structure & Control Theory 2 Fayol’s 14 Principles of Management – part 2 - Working Relationships Theory 3 Taylor and Scientific Management Theory 4 Mayo and the Hawthorne Experiments Theory 5 Urwick’s 10 Principles of Management Theory 6 Drucker on the Functions of management Theory 7 McGregor’s X and Y Theory Theory 8 Peters and Waterman’s Theory of management Theory 9 Covey’s 7 Habits of Highly Effective people Theory 10 Management by Walking About (MBWA) Introduction In this section you’ll find two types of theories. The first comes from the very early days of management when writers tried to identify and describe the functions of management. They tell you what you should be doing. The second type tells you how you should do it. The one thing that none of the theories say is ‘To thine own self be true’ (Shakespeare, Hamlet). What this means in management terms is that if you try to copy someone else’s approach you will fail. You have to become the unique manager that you were meant to be. That doesn’t mean that you can’t have role models. Not all theories suit every management situation, take what you read and adopt and adapt those ideas, or parts of ideas, that appeal to you. Those you feel comfortable with and which you think will work in your organisation. Don’t use any approach that you feel uncomfortable with. Having observed managers in action, done a bit of reading on management theory, looked at other successful managers and gained hands-on experience of managing, your own unique management style will evolve.
    [Show full text]
  • Lyndall F. Urwick – O Viață Dedicată Promovării Managementului Organizațiilor (I)
    Personalităţi - 517 - LYNDALL F. URWICK – O VIAȚĂ DEDICATĂ PROMOVĂRII MANAGEMENTULUI ORGANIZAȚIILOR (I) LYNDALL F. URWICK – A LIFE DEDICATED TO PROMOTING MANAGEMENT OF ORGANIZATIONS (I) Dr.ing.,lic.teol. Remus LUNGU Prof.dr.ing. Florin LUNGU Universitatea Tehnică Cluj-Napoca 1 INTRODUCERE 1 INTRODUCTION Mai puțin cunoscut la noi și, sperăm Less known to us, and să nu greșim, aproape deloc publicat în hopefully not to be mistaken, România, LyndallFownes Urwick, face almost unpublished in Romania, parte din suita selectă a personalităților Lyndall Fownes Urwick is part care și-au dedicat viața promovării of the select suite of managementului organizațiilor prin personalities who have scrierea de cărți și editarea de articole și dedicated their lives to the reviste -rod ale unor idei proprii sau ale management of organization, by altor autori, prin sprijinirea construcției writing books and editing instituționale a unor platforme de articles and journals, through diseminare a corpusului de cunoștințe și the practical work of practici manageriale într-o perioadă în managerial consultancy and care managementul încerca să-și găsească through the educational training o identitate proprie, prin activitatea activity of generations of practică de consultanță managerială și nu Lyndall F. Urwick (1891 - 1983) managers. în ultimul rând, prin activitatea educațională de formare unor generații de manageri. Revista de Management şi Inginerie Economică, Vol. 18, Nr. 3, 2019 - 518 - 2 REPERE BIOGRAFICE 2 BIOGRAPHY O sinteză chiar succintă a reperelor biografice A very brief synthesis of the biographical ale unei personalități complexe cum a fost cea a lui landmarks of a complex personality such as Lyndall Lyndall Urwick este dificil de realizat, relatările Urwick's is difficult to achieve, the accounts of his despre viața lui făcând „popasuri” consistente pentru life making consistent "stops" to present reviews of a prezenta recenzii ale scrierilor sale.
    [Show full text]
  • A Case Study of Three Public Sector Organizations Winners of the Virginia Award for Continuing Excellence
    Old Dominion University ODU Digital Commons Theses and Dissertations in Urban Services - Urban Management College of Business (Strome) Spring 1999 Organizational Change Theory and the Factors for Sustaining Change: A Case Study of Three Public Sector Organizations Winners of the Virginia Award for Continuing Excellence Mary Redd-Clay Old Dominion University Follow this and additional works at: https://digitalcommons.odu.edu/urbanservices_management_etds Part of the Organizational Behavior and Theory Commons, and the Public Administration Commons Recommended Citation Redd-Clay, Mary. "Organizational Change Theory and the Factors for Sustaining Change: A Case Study of Three Public Sector Organizations Winners of the Virginia Award for Continuing Excellence" (1999). Doctor of Philosophy (PhD), Dissertation, , Old Dominion University, DOI: 10.25777/qjkf-eg26 https://digitalcommons.odu.edu/urbanservices_management_etds/21 This Dissertation is brought to you for free and open access by the College of Business (Strome) at ODU Digital Commons. It has been accepted for inclusion in Theses and Dissertations in Urban Services - Urban Management by an authorized administrator of ODU Digital Commons. For more information, please contact [email protected]. ORGANIZATIONAL CHANGE THEORY AND THE FACTORS FOR SUSTAINING CHANGE: A CASE STUDY OF THREE PUBLIC SECTOR ORGANIZATIONS WINNERS OF THE VIRGINIA AWARD FOR CONTINUING EXCELLENCE by Mary Redd-Clary B.S. June 1973, Tuskegee University M.S. May 1980, University of Memphis A Dissertation Submitted to the Faculty of Old Dominion University in Partial fulfillment of the Requirement for the Degree of DOCTOR OF PHILOSOPHY URBAN SERVICES, MANAGEMENT CONCENTRATION OLD DOMINION UNIVERSITY April 27, 1999 Reviewed by: Approved by J. Jaylor Sims, Dean Wolfgang Chair College of Business and Public Administration GaiTJoh] Json, Member Berhanu Mengisfu, Ph.D.
    [Show full text]