Suchergebnisse

Introduction -- Leadership Development Fundamentals -- Complex Society as a Framework of the New Public Sector Leadership Rationale -- New Rationale to Understand Public Organising -- Practical Focus Areas in Generating Effective Leadership Development -- Learning Leadership by Doing -- "Route for Renewal©" Case Study -- The Future of Public Sector Leadership.

Introduction -- Leadership Development Fundamentals -- Complex Society as a Framework of the New Public Sector Leadership Rationale -- New Rationale to Understand Public Organising -- Practical Focus Areas in Generating Effective Leadership Development -- Learning Leadership by Doing - "Route for Renewal©" Case Study -- The Future of Public Sector Leadership.

This book provides a general overview of intelligence in health policy, health-care organizations and health services in the light of the current EU digital agenda, which aims to make health data and e-health tools publicly available. The first part analyses the implications of knowledge management and decision-making procedures for intelligent health policies and governance. The second part discusses in detail the concept of intelligence and illustrates why the perspective of organizational intelligence offers a solution to contemporary problems in health care, while the third part focuses on intelligent leadership models in health-care organizations. Providing a guide to new ways of understanding, developing, and reforming health policy and health services, it appeals to scholars as well as decision-makers in health governance and health-care institutions.

Programme evaluation has become a widely applied mode of systematic inquiry for making judgements about public policies. Although evaluation, as a form of systematic inquiry, has provided feedback information for policy makers, it still too often produces banal answers to complex and multi-dimensional societal problems. In this article, we take a close look at the ontological premises, conceptions of causality, and relationships to rational theories of action of different programme evaluation paradigms. There is a paradigm crisis in evaluation resulting from differences over assumptions about causality. Evaluation paradigms clearly provide research strategies, but more particularly they map causal links in contrasting ways. Traditional cause-and-effect logic disregards the fact that programme effects are always brought about by real actors rather than constructed ideal actors. A new interpretation of causes and effects is needed, which would strengthen the core ideas that lie behind the now widely applied and consolidated realistic evaluation tradition.

PurposeThe purpose of this paper is to review the empirical research on matrix organizations and cross-functional teams (CFTs) in the public sector, focussing on typical application areas and settings and on motivation for deployment and evidence of utility.Design/methodology/approachThis is a systematic literature review compiled from several electronic databases. Data cover the period from 1990 to 2015 and are confined to academic articles written in English.FindingsApplications of the matrix approach in public sector organizations are found in human resource management and performance management, service development and public procurement, and creation of new organizations or organization reform and network organizations. While the proven utility of matrix organization is often unclear, especially CFTs are linked to better organizational performance, improved coordination, internal collaboration and development of cross-boundary tasks.Research limitations/implicationsMethodological limitations relate to excluded data due to non-accessible articles.Practical implicationsThe findings have practical implications for public sector organizations in adapting to a changing environment.Originality/valueThis is the first systematic literature review of matrix management in public sector organizations.

Drawing its origins from the Human Relations movement of the early 20th century and from public leadership orientations emphasising human aspects, human-centred public leadership approaches leadership from a systems perspective. It explores societal institutions, organisations, and phenomena as an emergent system structure that manifests its existence through the multilateral and reciprocal interaction of its parts. Systems thinking and the need for systemic change suggest that one can only understand and improve a system by looking at how all the parts interact with each other and how they are integrated. The systemic nature of public leadership refers to dynamic learning mechanisms as they relate to the contents of leadership development tools which are derived mainly from the changing mode of the operating environment, from the leaders' own experience, from their own personalities, from a learning-by-doing approach to leadership development, and from the ways in which leaders learn and unlearn. This book presents key concepts, approaches, origins, applications, and best practices to understand the evolution and nature of human-centred approach in public leadership. It introduces a new public leadership paradigm that is needed in a complex, internationally interconnected social, economic, cultural, and political environment. Based on scholarly public leadership research in addition to the authors' professional experience as academics, managers, practitioners and consultants, this volume offers guidance for decision-makers, public, business, and non-governmental sector leaders, managers, and practitioners about how to create a context and contents for human-centred leadership in the age of complex society and turbulent operating environment. It will be of value to researchers, academics, and students in the in the fields of leadership and public management.

This article uses the tools and distinctions derived from a twofold analysis to develop and refine the perception of administrative evil. First, the general problem of evil is discussed and nuanced, and second, two case examples from the Finnish context are examined and explained – the notion of so-called old boys' networks and the case of unethical behaviour in a psychiatric hospital. The article defines administrative evil as actions by civil servants and government employees when they do what they are expected to do to fulfil their organisational roles and responsibilities without considering or recognising that they are engaging in or contributing to evil. Based on a conceptual analysis, the article suggests that administrative evil is a middle form between moral and natural evil. This view yields a solid basis for further analysis in which the concept of the banality of evil – as introduced by Hannah Arendt – provides valuable insights. The article is based upon the conviction that the concept of administrative evil offers explanatory power to understand and describe why and how people behave badly and even unethically in organisational contexts. In doing so, the article connects the concept of administrative evil to organisational studies and links the concept with the distinction between types of evil. The paper concludes that a major problem in theorising administrative evil is that the concept (as advanced by Adams and Balfour) has remained isolated and is not an organic part of modern organisation theory.

This article uses the tools and distinctions derived from a twofold analysis to develop and refine the perception of administrative evil. First, the general problem of evil is discussed and nuanced, and second, two case examples from the Finnish context are examined and explained – the notion of so-called old boys' networks and the case of unethical behaviour in a psychiatric hospital. The article defines administrative evil as actions by civil servants and government employees when they do what they are expected to do to fulfil their organisational roles and responsibilities without considering or recognising that they are engaging in or contributing to evil. Based on a conceptual analysis, the article suggests that administrative evil is a middle form between moral and natural evil. This view yields a solid basis for further analysis in which the concept of the banality of evil – as introduced by Hannah Arendt – provides valuable insights. The article is based upon the conviction that the concept of administrative evil offers explanatory power to understand and describe why and how people behave badly and even unethically in organisational contexts. In doing so, the article connects the concept of administrative evil to organisational studies and links the concept with the distinction between types of evil. The paper concludes that a major problem in theorising administrative evil is that the concept (as advanced by Adams and Balfour) has remained isolated and is not an organic part of modern organisation theory. ; © Petri Virtanen, Tommi Lehtonen, Harri Raisio and School of Public Administration 2022. ; fi=vertaisarvioitu|en=peerReviewed|

This article uses the tools and distinctions derived from a twofold analysis to develop and refine the perception of administrative evil. First, the general problem of evil is discussed and nuanced, and second, two case examples from the Finnish context are examined and explained – the notion of so-called old boys' networks and the case of unethical behaviour in a psychiatric hospital. The article defines administrative evil as actions by civil servants and government employees when they do what they are expected to do to fulfil their organisational roles and responsibilities without considering or recognising that they are engaging in or contributing to evil. Based on a conceptual analysis, the article suggests that administrative evil is a middle form between moral and natural evil. This view yields a solid basis for further analysis in which the concept of the banality of evil – as introduced by Hannah Arendt – provides valuable insights. The article is based upon the conviction that the concept of administrative evil offers explanatory power to understand and describe why and how people behave badly and even unethically in organisational contexts. In doing so, the article connects the concept of administrative evil to organisational studies and links the concept with the distinction between types of evil. The paper concludes that a major problem in theorising administrative evil is that the concept (as advanced by Adams and Balfour) has remained isolated and is not an organic part of modern organisation theory.