LEADER 04084nam  2200685Ia 450 
001 9910965289303321
005 20200520144314.0
010   $a9780791478981
010   $a079147898X
010   $a9781435632080
010   $a1435632087
024 7 $a10.1515/9780791478981
035   $a(CKB)1000000000484361
035   $a(EBL)3407534
035   $a(SSID)ssj0000100282
035   $a(PQKBManifestationID)11114071
035   $a(PQKBTitleCode)TC0000100282
035   $a(PQKBWorkID)10020561
035   $a(PQKB)10056802
035   $a(Au-PeEL)EBL3407534
035   $a(CaPaEBR)ebr10575960
035   $a(OCoLC)923406187
035   $a(DE-B1597)684082
035   $a(DE-B1597)9780791478981
035   $a(MiAaPQ)EBC3407534
035   $a(Perlego)2674497
035   $a(EXLCZ)991000000000484361
100   $a20070328d2008      ub         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aAgendas and decisions $ehow state government executives and middle managers make and administer policy /$fDorothy F. Olshfski and Robert B. Cunningham
210   $aAlbany $cState University of New York Press$dc2008
215   $a1 online resource (169 p.)
300   $aDescription based upon print version of record.
311 08$a9780791473245 
311 08$a0791473244 
311 08$a9780791473238 
311 08$a0791473236 
320   $aIncludes bibliographical references (p. 143-150) and index.
327   $a""AGENDAS AND DECISIONS""; ""Contents""; ""Preface""; ""Acknowledgments""; ""1. Introduction""; ""2. The Decision Process Model, the Cultural Environment, and Density""; ""3. Problem Identification""; ""4. Considering Alternatives and Making the Decision""; ""5. Implementation""; ""6. Evaluation""; ""7. Conclusion""; ""Appendix""; ""Notes""; ""Bibliography""; ""Index""; ""A""; ""B""; ""C""; ""D""; ""E""; ""F""; ""G""; ""H""; ""I""; ""J""; ""K""; ""L""; ""M""; ""N""; ""O""; ""P""; ""Q""; ""R""; ""S""; ""T""; ""U""; ""V""; ""W""; ""Z""
330   $aConnecting theory and practice, Agendas and Decisions explores how state-level public executives and managers decide and implement policy. The authors focus on Tennessee Governor Lamar Alexander's (1979?1987) management system, which believed in and practiced the principles espoused by leadership theorists: focus on one or two important substantive problems or initiatives, work with stakeholders to protect the organization and to obtain necessary resources, hire good people, and authorize them to act. In addition to sending his cabinet members to the Kennedy School of Government to learn leadership principles, he also established the Tennessee Government Executive Institute (TGEI) to provide a similar program for mid-level executives. Authors Dorothy F. Olshfski and Robert B. Cunningham managed the TGEI during its first five years and had unprecedented access to state-level public executives and managers. Here, they explain the everyday workings of state-level bureaucracy within the context of a simple decision model and share managers' and executives' own stories. Their research questions several aspects of the current orthodoxy on decision-making processes, offers new thinking about executive leadership in implementation and evaluation, and compares executive and middle-manager thinking and behavior.
606   $aState governments$zUnited States$xStates$xManagement
606   $aAdministrative agencies$zUnited States$xStates$xManagement
606   $aExecutive departments$zUnited States$xStates$xManagement
615  0$aState governments$xStates$xManagement.
615  0$aAdministrative agencies$xStates$xManagement.
615  0$aExecutive departments$xStates$xManagement.
676   $a352.3/30973
700   $aOlshfski$b Dorothy F$01804152
701   $aCunningham$b Robert$f1937-$01804153
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910965289303321
996   $aAgendas and decisions$94352053
997   $aUNINA