Robert T. Golembiewski

Citizenship Behavior and the Spirit of New Managerialism A Theoretical Framework and Challenge for Governance

This article develops an integrative understanding of the relationship between citizenship behavior in and around organizations and new public management (NPM). The authors argue that recent theory of NPM underestimates the economic, symbolic, and educational contribution of many voluntary actions, here termed citizenship behavior, to public organizations as well as to modern society. Relying on this argument, the authors develop a multidimensional model of citizenship behavior that can be applied in the public sector. The model deals with micro-citizenship, midi-citizenship, macro-citizenship, and metacitizenship. Citizenship is thus advocated as a vital construct for the formation of the new managerial spirit and at the same time as a major coming challenge for governance. Finally, several responsibilities are elaborated for social players in fostering values of voluntarism and spontaneous involvement. These can promote a healthier public service, a more efficient bureaucracy, and richer life in prosperous modern communities.

A Note on Leiter's Study Highlighting Two Models of Burnout

This note compares the model of burnout proposed by Leiter with the eight-phase model of Golembiewski and Munzenrider. Both models cannot be correct, and scientific advance typically will involve the complex processes of contrast and comparison illustrated here. Several conceptual issues get attention, including the capacity of the two models to accommodate chronic and acute onset. Moreover, Leiters model cannot accommodate about 50% of the cases classifiable by the phase model, judging from a collection of nearly 13,000 respondents to the Maslach Burnout Inventory.

Practical Public Management.

The basic strategy - rejecting polarization and focusing on a middle ground circumscribing the attack on the administrative state - whittling away, hollowing out some dominant defenses, the case for bureaucracy, refounding via the agency model, rebuilding by a golden (but slender) thread a possible defense - time, chance, and the negation of concerns? beyond polarization - applications at systemic levels, toward a new citizenship - from the bottom, up and through the middle,

Testing the Applicability of the JDI to Various Demographic Groupings

The article examines the applicability of the Job Descriptive Index in measuring job satisfaction of various demographic groupings. Overall, the index seems fit for application to employees with di...

A Critique of “Democratic Administration” and Its Supporting Ideation

This paper analyzes Vincent Ostroms major work, The Intellectual Crisis in American Public Administration, which he offers as providing paradigmatic direction for public administration and political science. The analysis urges caution as to that theorys status, especially from five analytic perspectives. Basically, attention is directed at the methodology or mode of inquiry associated with Ostroms grounding of his argument in public choice theory, with special attention to the role of values. The adequacy of major assumptions of Ostroms argument as descriptions of reality also is evaluated. Moreover, the critical lack of content in several key concepts is established. In addition, the analysis shows how opposite and simultaneous courses of action are implied by the argument. Finally, attention is directed at how Ostroms argument can lead to unexpected consequences, even some that are opposite those effects Ostrom intends.

The Line-Staff Concept Revisited: An Empirical Study of Organizational Images

A conceptual model and operational measure of organizational images which are seen as contributors to interunit collaboration and conflict is proposed. Data were obtained from line and staff units ...

Planned Change in Organization Style Based on the Laboratory Approach.

This study reports the design and results of an effort to change the organization style of a sales unit in a business organization. The learning design was derived from the laboratory approach to organization development, and sought to create a specific kind of social order as well as to provide experience with appropriate skills and attitudes. Changes in organization style were measured with Likerts profile of organizational characteristics. A one-week learning experience helped induce significant changes in self-reports by managers about the style of interpersonal and intergroup relations in their organization, judging from before and after administrations of the profile. The bulk of the learning time was spent in a sensitivity training session, which was intended to prepare subordinates for a confrontation with their superiors concerning the needs of both as they were variously met by their units interpersonal and intergroup climate. The entire managerial population was exposed to the learning design, so that there was no control group. Therefore the changes in self-reports can only be tentatively attributed to the experimental design, rather than to random factors or the passage of time.

Do You have to Start at the Top? The Chief Executive Officer's Role in Successful Organization Development Efforts

The central role of the chief executive officer (CEO) in an organization development project is illustrated by two different CEOs in a medium-sized medical center during a 4-yearperiod. Organization climate, nursing turnover, net profits, and market share data showed no significant improvement during the first 2 years but improved during the second 2-year period. The other critical variables-the consultant, the design of the project, the number of days the consultant spent in the organization, the general approach to delivering patient services, the medical staff the economy, the medical job markets, and the organizational population-all remained approximately the same during the 4-year period. Results from questionnaire and interview data attribute both the negative results during the first 2 years and the positive results during the second to the person who filled the role of the CEO.

Positive-Findings Bias in QWL Studies: Rigor and Outcomes in a Large Sample

This report seeks to determine whether the high success rates observed in a large survey of QWL evaluative studies (N = 231) can be substantially explained in terms of the lack of rigor of research methodology and design, as the literature critical of QWL often proposes. This studyfinds statistically significant support for a positive-findings bias hypothesis, but rigor explains less than 7% of the variance in outcomes. This implies only modest supportfor the position that attractive QWL results can be substantially accountedfor by a positive-findings bias.

Barnard on authority and zone of indifference: Toward perspectives on the decline of managerialism

In the context of the ongoing decline of managerialism which has stood as a dominant ideology for the past half-century and more, this essay proposes a critical analysis of two major concepts in Barnards The Functions of the Executive-authority and the related notion of a zone of indifference. This acknowledges Barnards central role in the ideology of managerialism, and seeks to assess how selected aspects of his argument may now contribute to the ongoing decline of that ideology, as they once gave it strength. A case is made to that effect. Internal inconsistencies and exuberances in Barnards argument are related to four possible influencing factors. These encourage viewing Barnards argument as oriented toward the status quo ante, and as a kind of lawyers brief in a very difficult case--where persuasiveness seeks to avoid the worst outcomes, in an adversarial setting, unconstrained by responsibility for balance or for pointing-up internal weaknesses in ones argument. Barnard always had a good press...