Suchergebnisse

What if action defined leadership? By pushing the idea of "leadership-as-action" to its logical conclusion, I hope to show that it has the potential of introducing much needed discipline to a field of research that has been built on weak conceptual foundations and as a consequence is hampered by fragmentation and diversity. With action as an organizing idea, a pivot, around which leadership revolves, leadership theory and practice can be advanced toward a more unified and coherent body of knowledge. Following a brief discussion of some of the noted difficulties and weaknesses, the paper explores the notion of "act of leadership," the peculiar conceptual field (labeled "the fourth domain") within which such acts take place and the distinctive attitudes, behaviors, and evaluation standards that follow.

What happens when rules are inadequate but rule modification is impossible or undesirable? This article poses this question in the context of intergovernmental relations in Israel. For more than twenty years, most local authorities consistently have engaged in deficit financing, defying budgetary laws & formal rules of conduct. At the same time, overall deficit conspicuously has remained within the confines of what might be considered tolerable size. The system seems to have found a way to cope with laws, rules, & procedures that can be neither strictly enforced nor completely ignored; I call this mode fuzzy control. In this article, I explore the notion of fuzzy control & examine how it works in the context of intergovernmental relations in Israel as well as how it might aid in an understanding of Israel's administrative culture. 2 Exhibits, 75 References. Adapted from the source document.

My aim is to explore an important feature of public policy that has been somewhat neglected: many policies are largely made by the way of making other polices. To examine this idea and tentatively explore some of its implications, I shall employ the notion of 'policy by the way'. What I wish to convey with the help of this concept is the reality of many areas of concern which are touched by public policy entirely or primarily by the way of focusing on other areas of concern. The notion of 'policy by the way' is anticipated in some key concepts of policy research and policy analysis, but its specific features still seem to deserve more focused attention. I gradually build up the notion of policy by the way with the help of well-known contributions to the field and a few examples from Israel, albeit no claim is made that Israel is in any way representative of other western democracies. It is quite possible, however, that the reality of public policy as a byproduct, which I believe is universal, is more easily discerned due to the special politics of Israel, basically, a fragile coalition government with strong turf orientation and weak coordination.

Explores an important feature of public policy, ie, that many policies are largely made via making other polices. The notion of "policy by the way" is employed to convey the reality of many areas of concern that are touched by public policy entirely or primarily by focusing on other areas of concern. The notion of policy by the way is anticipated in policy research & policy analysis, but its specific features deserve more focused attention. The notion is supported by well-known contributions to the field & a few case examples from Israel, although Israel is not necessarily representative of other Western democracies. It is quite possible, however, that the reality of public policy as a byproduct is more easily discerned in these cases because of the special politics of Israel, basically, a fragile coalition government with strong turf orientation & weak coordination. 30 References. Adapted from the source document.

This article argues that organizations create, maintain, and live by "papereality, " defined as a world of symbols, a particular form of representation that takes precedence over the things and events represented. If so, what is written down as official can be an important guide to and constraint on behavior in organizations. This article explores in particular the significance that papereality may have on organizational learning. Its main hypothesis is that in bureaucratic organizations, the presumption of knowledge, the power of distrust, the heavy reliance on official records and procedures, and the predominance of routine all seem to cushion papereality from other forms of representation and thus inhibit forgetting and learning.

This paper examines two interrelated questions: Knowledge utilization and organizational learning. Whereas most treatments o f these questions have in mind individuals, "decisionmakers," who are supposedly the learning agents, or the potential users of social science knowledge and information, my attempt will be to regard knowledge utilization and learning as organizational phenomena. A s such, the question of knowledge utilization, of learning, of knowledge growth in organizations, calls for the notion of organizational epistemology which has been neglected due to the prevailing view of organizational learning a5 experimental learning. The notion of organizational epistemology, or theory of knowledge, is, in turn, helpful in freeing both organizations from the naive empiricism we have attributed to them, and utilization‐minded researchers from the frustration that accompanies the repeatedly documented phenomenon on nonutilization. To better appreciate the role of policy minded social science knowledge and information, my proposal will be to conceptualize learning behavior in terms of "contest" rather than experimentation and verification.

Policy termination is normally treated within a policy cycle view, where the termination stage is expected to follow, & be guided by, the evaluation stage. This hypothesized linking of termination with evaluation is examined here through the lenses of "reformers" & "guardians," as they relate to the termination question of a housing renovation program known as Project Renewal in Israel. Reformers see the fulfillment of Project Renewal objectives as the precondition for termination. Guardians hold that past commitments are no longer relevant. The question is not whether to evaluate, but what to evaluate; what objectives should count in making cutback & termination decisions. The close linkage posited between programmatic evaluation & termination seems to have resolved the objectives question, to lead policy analysts to expect, if not prefer, commitment to original objectives. But, insofar as policy termination is acknowledged to be a political process, termination must be viewed in such a way as to permit a changing set of objectives in the later stage of the policy process. 1 Table, 24 References. Modified HA.