READINGS ON PUBLIC MANAGEMENT
AND ORGANIZATIONAL CHANGE
Compiled by
Thomas R. Martinez, Ph.D.
CaliforniaStateUniversity, Bakersfield
Department of Public Policy and Administration
Prepared for
PPA 680: Public Management and Organizational Change
Winter 2007
REFERENCE LIST
*BOOKS*
Bennis, Warren G., Kenneth D. Benne, Robert Chin and Kenneth E. Corey,
The Planning of Change, 3rd Ed., New York: Holt, Rinehart and Winston, 1976.
Ch.1.2: General Strategies for Effecting Changes in Human Systems,
by Robert Chin and Kenneth D. Benne (NOTE: see Figure 1, pp. 44-45)
Ch. 3.4: Some Notes on the Dynamics of Resistance to Change:
The Defender Role, by Donald Klein.
Ch. 9.3: Beyond the Carrot and the Stick: Liberation and Power Without Control,
by John E. McCluskey. (?)
Ch. 10.1: Learning to Image the Future, by Elise Boulding. (?)
Benveniste, Guy, Mastering the Politics of Planning: Crafting Credible Plans and Policies That Make a Difference, San Francisco: Jossey-Bass Inc., 1989.
Ch. 5: Effective Planning As Organizational Learning
Ch. 7: Building Coalitions and Networks to Support Plans
Bolman, Lee G., and Terrence E. Deal, Reframing Organizations: Artistry, Choice, and
Leadership, 2nd Ed., San Francisco: Jossey-Bass Inc., 1997.
Part I: Making Sense of Organizations
Preface
Ch.1: Introduction: The Power of Reframing
Ch. 2: Simple Ideas, Complex Organizations
Bozeman, Barry, All Organizations are Public: Bridging Public and Private
Organizational Theories, San Francisco: Jossey-Bass Inc., 1989.
Ch. 2:Comparing Public and Private Organizations: Organizational,Personnel,
Work Context Issues,
Burrell, Gibson and Morgan, Gareth, Sociological Paradigms and Organizational Analysis,
New Hampshire: Heinemann Educational Books Ltd., 1979.
Ch. 3: Two Dimensions: Four Paradigms (excerpt: pp. 21-25)
Ch. 5: Functionalist Organization Theory (excerpt: pp. 202-217 "Pluralist Theory").
Chandler, Ralph C. and Plano, Jack D., The Public Administration Dictionary, 2nd Ed.,
John Wiley & Sons, 1988 (excerpts).
Cook, Desmond L., Educational Project Management. Columbus, Ohio: Charles E. Merrill
Publishing Company, 1971.
Ch. 2: The Nature and Functions of Management.
Coser, Lewis A., The Functions of Social Conflict, U.S.A: Free Press of Glencoe, 1956 & 1964.
[HM, 136, C74]
Ch. 1: Introduction
Ch. 9: Conclusion
Freire, Paulo, Pedagogy of the Oppressed. New York: Continuum, 1970.
Ch. 1: ...on humanization and dehumanization...
Ch. 2: ...on the banking concept and problem-posing education...
French, Wendel L. and Cecil H. Bell, Jr., Organization Development: Behavioral Science
Interventions for Organization Improvement, 3rd Ed., Englewood Cliffs, New Jersey: Prentice-Hall, 1984.
Ch. 2: A Definition of Organization Development.
Ch. 4: Underlying Assumptions and Values.
Ch 17: Issues in Consultant-Client Relationsahips
Ch. 20: Power, Politics, and Organization Development.
Gardner,John W., On Leadership, New York: The Free Press, 1990 [JC, 330.3, G37, 1990]
Introduction
Ch.1: The Nature of Leadership.
Golembiewski, Robert T., Perspectives on Public Management: Cases and Learning Designs,
2nd Ed., Itasca, Illinois: F.E. Peacock Publishers, 1976.
Ch. 11: Managing by Variations in Role Content: Public Managers as Neutral
Servants and Advocates.
Golembiewski, Robert T., Humanizing Public Organizations: Perspectives on Doing Better-
Than-Average When Average Ain't At All Bad. Mt. Airy, Maryland: Lomand Publications, Inc., 1985.
Ch 1: Theorizing About Why Public-Sector OD Can't Be Done: Some Real and
Confounding Constraints.
Ch. 6: Toward a Political Theory for OD, II: Administration that Reinforces
Democratic Ideals.
Golembiewski, Robert T. and William B. Eddy, Organization Development in Public
Administration: Part I. New York: Marcel Dekker, Inc., 1978.
Applied Behavioral Science in Urban Administrative/Political Systems, by William B. Eddy and Robert J. Saunders (Reprint from: PAR, Vol. 32, No. 1, J/F, 1972, pp. 11-16).
Heifetz, Ronald A., Leadership Without Easy Answers, Cambridge: The Belknap Press of
HarvardUniversity Press, 1994.
Forward
Introduction
Part I: Setting the Frame
Ch. 1: Values in Leadership
Ch. 3: The Roots of Authority
Matteson, Michael T. and John M. Ivancevich, Management and Organizational Behavior
Classics, 4th ed., 1989, 5th ed. 1993, Boston: Irvin. [HD31 M2917]
Ch.1: What is ScientificManagement.? by Frederick W. Taylor
Ch. 2: Notes on the Theory of Organization, by Luther Gulick
Ch. 17: The Theory of Authority, by ChesterI. Bernard
Ch. 18: The Ideal Bureaucracy, by Max Weber
Ch. 20: The Western Electric Researches, by George C. Homans
Ch. 22: Theory of Human Motivation, by Abraham H. Maslow
Ch. 24: One More Time: How Do You Motivate Employees? by Frederick Herzberg
Ch. 25: How to Choose a Leadership Pattern, by Robert Tannenbaum and
Warren A. Schmidt
Ch. 26: The Human Side of the Enterprise, by Douglas M. McGregor
Ch 35:How to Prevent Organizational Dry Rot, by John W. Gardner (5th ed.)
Ch. 37: "Organizational Development: Objectives, Assumptions and Strategies,"
byWendell French (4th ed.)
Metcalf, Henry C. and L. Urwick, Dynamic Administration: The Collected Papers of Mary
Parker Follett. Harper & Row: New York, 1940.
Ch. 13: Some Discrepancies in Leadership Theory and Practice
Nutt, Paul C., and Robert W. Backoff, Strategic Management of Public and Third Sector
Organizations, San Francisco: Jossey-Bass Inc., 1992. [JF, 1411, N87, 1992]
Preface
Part I: The Importance of Strategy in the Public and Nonprofit Sectors
Ch. 1: The Need for Strategic Management
Ch. 2: Why Strategic Management is Difference in Public and Third
Sector Organizations
Nutt, Paul C., Planning Methods: For Health and Related Organizations. New York: Wiley
Medical Publications, 1984.
Ch. 4: The Formulation Stage, "The Discovery Phase," pp. 102-121 (excerpt).
Osborne, David and Ted Gaebler, Reinventing Government: How the Entrepreneurial
Spirit is Transforming the Public Sector, New York: Addition-Wesley Inc., 1992.
[JK, 469, 1992]
Ch. 4:Mission Driven Government: Transforming RuleDriven Organizations
Reddin, W.J., Effective Management by Objectives. McGraw-Hill: New York, 1971.
Ch. 1: What is Managerial Effectiveness?
Ch. 3: Effectiveness Areas and Standards
Ch. 8: How To Establish Objectives
Shafritz, Jay M. and Hyde, Albert C., Classics of Public Administration. Chicago, Illinois:
The Dorsey Press, 1987.
Ch. 47: Public and Private Management: Are They Fundamentally Alike in
All Unimportant Respects? by Graham T. Allison.
Shafritz,Jay M. and J. Steven Ott, Classics of Organization Theory, 5th edition, Pacific Grove:
Brooks/Cole, 1998
Ch. 7: The Principles of Scientific Management, by Frederick Taylor
Tompkins, Jonathan R., Organization Theory and Public Management, Belmont, CA, USA:
Thompson Wadsworth, 2005
Ch. 14: Quality Management Theory: W. Edwards Deming and Joseph Juran
Also:
Barnard, Chester,The Functions of the Executive
Bozeman, Barry, Public Management: The State of the Art
Denhardt, Robert B.,"Theories of Public Organization
Fletcher, Joyce,Disappearing Acts
Foucault, Michel, Disciplineand Punish: The Birth of the Prison
Hatch,Mary Jo, "Organization Theory: Modern, Symbolic, and Postmodern Perspectives”
Jacques, Roy,Manufacturing the Employee: Management Knowledge from the 19th to the21st
Centuries
Morgan, Gareth, Images of Organization, 2nd ed., Sage Publications, 1996,
Morgan,Gareth, Beyond Method: Strategies for Social Research, 1983.
Critical Theory and Organization Analysis, by Forester,
Ott, J. Steven,ClassicReadings in Organizational Behavior"
Simon, Herbert,Administrative Behavior
Taylor, Frederick, Principles of Scientific Management
Weick, Karl,The Social Psychology of Organizing
Mission vs. Rule Driven Organizations: Improving Governance, Streamlining Organizations & The Growing Need for Performance Measurement
*ARTICLES*
Biller, Robert P., [“Inverse Features of Bureaucratic and Non-Bureaucratic Modes of Action”]
“Bedrock and Swampy Ways of Action,” n.p., University of Southern California, June 1981.
Chavez, Mauro, “The Application of Intregative Techniques in the Analysis of Definitions and
Explanations on the Key Construct of Policy,” n.p., San JoseStateUniversity, 1974.
Cunningham, Bart, "Action Research: Toward a Procedural Model," Human Relations.
Vol. 29, No. 3, 1976, pp. 215-238. ( NOTE: be sure to read appendices)
Fernandez, Sergio, and Hal G. Raney, “Managing Successful Organization Change in the Public
Sector," (Theory to Practice) Public Administration Review. Vol. 66, No. 2, March/April 2006, pp. 168-176.
Frederickson, George, "George and the Case for the Government Reinventors: The Seven
Principles of Total Quality Politics," Public Administration Times, January 1, 1994.
Gardner, Neely, "Action Training and Research: Something Old and Something New,"
Public Administration Review. Vol. 34, March/April 1974, pp. 106-114.
Harrison, Roger, "Choosing the Depth of Organizational Intervention," Journal of Applied
Behavioral Science. Vol. 6, No. 2, 1970, pp. 181-202.
Knowles, Malcolm S., "Human Resource Development in OD," Public Administration Review. Vol. 34, March/April 1974, pp. 115-123.
Kotter, John P. and Leonard A. Schlesinger, "Choosing Strategies for Change,"
Harvard Business Review. March-April 1979, pp. 106-114.
LeBaron, Melvin J., "The Humanistic Messenger: A Consultant's Work in Humanizing an Organization," Southern Review of Public Administration. Vol. 4, No. 2, September 1980, pp. 147-165. (Oz)
Martinez, Thomas R., "Introduction to Applied Behavioral Science, Planned Change,
OrganizationDevelopment and Action Research,” n.p., revised 2005, pp. 1-15.
Martinez, "Action Research and Action Training & Research," n.p., University of Southern California, June 1984.
McConkie, Mark L., "Organizational Stories and the Practice of OD," Southern Review of Public Administration. Vol. 4, No. 2, September 1980, pp. 211-228.
Page, Stephen, “What’s New about the New Public Management? Administrative Change in
Human Services," Public Administration Review. Vol. 65, No. 6, November/December 2005, pp. 713-727.
Springer, Christine Gibbs, “Organizational Motivation,” Public Administration Times (ASPA), Vol. 29, No. 11, November 2006, p. 8.
Swiss, James E., “Adapting Total Quality Management (TQM) to Government,” Public Administration Review, July/August, Vol. 52, No. 4.
Also:
Max Weber, “Bureaucracy”
Joan Woodward, “Management and Technology”
Lawrence & Lorsch, “High Performing Organizations in Three Environments”
Elton Mayo, “Hawthorne and the Western Electric Company”
Roethlisberger & Dixon, “Human Relations”
Ammons, Overcoming the Inadequacies of Performance Measurement in Local Government: The Case of Libraries and Leisure Services, PAR, 1995.
Biller, Robert P., “Leadership Tactics for Retrenchment," Public Administration Review. Vol. 40, No. 6, November/December 1980, pp. 604-609.
Denhardt, “Toward a Critical Theory of Public Organization” PAR, 1981.
Moe, “Exploring the Limits of Privatization,”PAR, 1987.
“Special Issue on Collaborative Public Management,” Public Administration Review (PAR), Supplement to Volume 66, December, 2006
Vice President Gore, Creating a Government that Works Better and Costs Less, Report of the
National Performance Review,September 10, 1993.
Preface & Introduction,
[Revised: 12-28-07]