HAL G. RAINEY is the Alumni Foundation Distinguished Professor Emeritus in the Department of Public Administration and Policy, in the School of Public and International Affairs at the University of Georgia, where he teaches public administration and organization theory and behavior. He is a fellow of the National Academy of Public Administration. SERGIO FERNANDEZ is Professor of Public Administration and Management at the O'Neill School of Public and Environmental Affairs at Indiana University-Bloomington and Extraordinary Professor at the School of Public Management and Administration at the University of Pretoria. His research focuses on employee empowerment, representative bureaucracy in the U.S. and South Africa, organizational change and innovation, public sector leadership, and government outsourcing. DEANNA MALATESTA is Associate Professor of Public Administration and Management at the O'Neill School of Public and Environmental Affairs at Indiana University-Bloomington. Her research focuses on contracting, governance, and cross-sector collaboration.

• Figures and TablesPreface and AcknowledgmentsThe AuthorsPART ONE: THE DYNAMIC CONTEXT OF PUBLIC ORGANIZATIONSChapter One: The Challenge of Effective Public Organization and ManagementChapter Two: Understanding the Study of Organizations: A Historical OverviewChapter Three: What Makes Public Organizations DistinctChapter Four: Analyzing the Environment of Public OrganizationsChapter Five: The Impact of Political Power and Public PolicyPART TWO: KEY DIMENSIONS OF ORGANIZING AND MANAGINGChapter Six: Organizational Goals, Effectiveness, and PerformanceChapter Seven: Formulating and Achieving Purpose: Power, Decision Making, and StrategyChapter Eight: Organizational Structure, Design, Technology, Information Technology, and Social MediaChapter Nine: Understanding People in Public Organizations: Motivation and Motivation TheoryChapter Ten: Understanding People in Public Organizations: Values, Incentives, and Work-Related AttitudesChapter Eleven: Leadership, Managerial Roles, and Organizational CultureChapter Twelve: Teamwork: Understanding Communication and Conflict in GroupsPART THREE: STRATEGIES FOR MANAGING AND IMPROVING PUBLIC ORGANIZATIONSChapter Thirteen: Managing Organizational Change and DevelopmentChapter Fourteen: Advancing Public Management Through CollaborationReferencesAdditional Reference MaterialsName Index Subject Index

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HAL G. RAINEY is the Alumni Foundation Distinguished Professor Emeritus in the Department of Public Administration and Policy, in the School of Public and International Affairs at the University of Georgia, where he teaches public administration and organization theory and behavior. He is a fellow of the National Academy of Public Administration. SERGIO FERNANDEZ is Professor of Public Administration and Management at the O'Neill School of Public and Environmental Affairs at Indiana University-Bloomington and Extraordinary Professor at the School of Public Management and Administration at the University of Pretoria. His research focuses on employee empowerment, representative bureaucracy in the U.S. and South Africa, organizational change and innovation, public sector leadership, and government outsourcing. DEANNA MALATESTA is Associate Professor of Public Administration and Management at the O'Neill School of Public and Environmental Affairs at Indiana University-Bloomington. Her research focuses on contracting, governance, and cross-sector collaboration.

• Figures and TablesPreface and AcknowledgmentsThe AuthorsPART ONE: THE DYNAMIC CONTEXT OF PUBLIC ORGANIZATIONSChapter One: The Challenge of Effective Public Organization and ManagementChapter Two: Understanding the Study of Organizations: A Historical OverviewChapter Three: What Makes Public Organizations DistinctChapter Four: Analyzing the Environment of Public OrganizationsChapter Five: The Impact of Political Power and Public PolicyPART TWO: KEY DIMENSIONS OF ORGANIZING AND MANAGINGChapter Six: Organizational Goals, Effectiveness, and PerformanceChapter Seven: Formulating and Achieving Purpose: Power, Decision Making, and StrategyChapter Eight: Organizational Structure, Design, Technology, Information Technology, and Social MediaChapter Nine: Understanding People in Public Organizations: Motivation and Motivation TheoryChapter Ten: Understanding People in Public Organizations: Values, Incentives, and Work-Related AttitudesChapter Eleven: Leadership, Managerial Roles, and Organizational CultureChapter Twelve: Teamwork: Understanding Communication and Conflict in GroupsPART THREE: STRATEGIES FOR MANAGING AND IMPROVING PUBLIC ORGANIZATIONSChapter Thirteen: Managing Organizational Change and DevelopmentChapter Fourteen: Advancing Public Management Through CollaborationReferencesAdditional Reference MaterialsName Index Subject Index

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HAL G. RAINEY is the Alumni Foundation Distinguished Professor Emeritus in the Department of Public Administration and Policy, in the School of Public and International Affairs at the University of Georgia, where he teaches public administration and organization theory and behavior. He is a fellow of the National Academy of Public Administration. SERGIO FERNANDEZ is Professor of Public Administration and Management at the O'Neill School of Public and Environmental Affairs at Indiana University-Bloomington and Extraordinary Professor at the School of Public Management and Administration at the University of Pretoria. His research focuses on employee empowerment, representative bureaucracy in the U.S. and South Africa, organizational change and innovation, public sector leadership, and government outsourcing. DEANNA MALATESTA is Associate Professor of Public Administration and Management at the O'Neill School of Public and Environmental Affairs at Indiana University-Bloomington. Her research focuses on contracting, governance, and cross-sector collaboration.

• Figures and TablesPreface and AcknowledgmentsThe AuthorsPART ONE: THE DYNAMIC CONTEXT OF PUBLIC ORGANIZATIONSChapter One: The Challenge of Effective Public Organization and ManagementChapter Two: Understanding the Study of Organizations: A Historical OverviewChapter Three: What Makes Public Organizations DistinctChapter Four: Analyzing the Environment of Public OrganizationsChapter Five: The Impact of Political Power and Public PolicyPART TWO: KEY DIMENSIONS OF ORGANIZING AND MANAGINGChapter Six: Organizational Goals, Effectiveness, and PerformanceChapter Seven: Formulating and Achieving Purpose: Power, Decision Making, and StrategyChapter Eight: Organizational Structure, Design, Technology, Information Technology, and Social MediaChapter Nine: Understanding People in Public Organizations: Motivation and Motivation TheoryChapter Ten: Understanding People in Public Organizations: Values, Incentives, and Work-Related AttitudesChapter Eleven: Leadership, Managerial Roles, and Organizational CultureChapter Twelve: Teamwork: Understanding Communication and Conflict in GroupsPART THREE: STRATEGIES FOR MANAGING AND IMPROVING PUBLIC ORGANIZATIONSChapter Thirteen: Managing Organizational Change and DevelopmentChapter Fourteen: Advancing Public Management Through CollaborationReferencesAdditional Reference MaterialsName Index Subject Index

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