Henry Mintzberg, Jacques Bourgault, Canadian Centre for Management Development, Institute of Public Administration of Canada
Institute of Public Administration of Canada, 2000 - 177 עמודים
This book discusses how the role of the public manager differs from that of the private sector. Public managers are held to high standards, are in the public eye, and expected to have a private sector management style while taking into consideration the ethos of the public sector. The book presents case studies and encourages debate.
מה אומרים אנשים - כתיבת ביקורת
לא מצאנו ביקורות במקומות הרגילים
DEVELOPING A MODEL
Managing on the Edges
APPLYING THE MODEL OBSERVATIONS
Is it Possible?
action activities agenda Banff Banff National Park budget C.O. Burchill Canadian centre Charlie chatted commanding officer Commissioner Inkster communication concept concerning constables context controlling role culture deal deputy ministers described detachment direct discussed Ecole nationale d'administration edges employees environment especially external federal force formal Glenn Gord groups headquarters Henri Fayol Henry Mintzberg hierarchy Huguette Labelle important influence involved issues job frame John Justice Lake Louise leader leadership leading legislation linking lunch managerial meeting ment Mintzberg's model nature Norman Inkster normative Nova Scotia observed operations organization organizational Ottawa parking lot Parks Canada performance perhaps person Peter Aucoin planning political private sector problems programs projects provinces public administration public managers public sector public service publique RCMP regional responsibility Sandy scheduling seemed senior managers sense someone specific Staff Sergeant Humble strategic style talked things tion unit