FELDMAN, Martha S
Managing for inclusion : balancing control and participation - 2000
Participation and control are both necessary in a democracy. In the two main models of public management, control trumps participation. The traditional model, Managing for Process, relies on centralized authority over process and emphasizes rules and regulations. The new model, Managing for Results, permits decentralized control over process but relies on centralized control of results. We propose a third model, Managing for Inclusion, which has the potential to balance participation and control. Our model permits decentralized control over both process and results and requires centralized control over the implementation of participation. The tools of empowerment, teamwork, and continuous improvement take on new meaning in this mode. We show how management toos such as training and rewarding can implement participation and control the process of inclusion
Managing for inclusion : balancing control and participation - 2000
Participation and control are both necessary in a democracy. In the two main models of public management, control trumps participation. The traditional model, Managing for Process, relies on centralized authority over process and emphasizes rules and regulations. The new model, Managing for Results, permits decentralized control over process but relies on centralized control of results. We propose a third model, Managing for Inclusion, which has the potential to balance participation and control. Our model permits decentralized control over both process and results and requires centralized control over the implementation of participation. The tools of empowerment, teamwork, and continuous improvement take on new meaning in this mode. We show how management toos such as training and rewarding can implement participation and control the process of inclusion
