Public Managers' Perceptions of Organizational Goal Ambiguity : (Record no. 21014)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 01928naa a2200193uu 4500 |
| 001 - CONTROL NUMBER | |
| control field | 6122613365121 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20220824165346.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 061226s2006 xx ||||gr |0|| 0 eng d |
| 999 ## - SYSTEM CONTROL NUMBERS (KOHA) | |
| Koha Dewey Subclass [OBSOLETE] | PHL2MARC21 1.1 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | eng |
| 100 1# - MAIN ENTRY--PERSONAL NAME | |
| Personal name | PANDEY, Sanjay K. |
| 9 (RLIN) | 8096 |
| 245 10 - TITLE STATEMENT | |
| Title | Public Managers' Perceptions of Organizational Goal Ambiguity : |
| Remainder of title | Analyzing Alternative Models |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | Philadelphia, PA : |
| Name of publisher, distributor, etc. | Routledge, |
| Date of publication, distribution, etc. | June 2006 |
| 520 3# - SUMMARY, ETC. | |
| Summary, etc. | Much organizational theory, research, and practice emphasizes the value of organizational members having clear perceptions of the organization's goals. For years, authors have asserted that public organizations have particularly vague goals, goals more vague than those of business firms. Yet, researchers have not devoted a lot of attention to ways of measuring perceptions about organizational goal clarity in public organizations and analyzing these perceptions. Many authors claim that the external political context increases goal ambiguity in public organizations. Some survey evidence, however, suggests that other factors, such as individual dispositions and attitudes, and internal organizational structures and processes, have greater effects. We analyze three alternative models of goal ambiguitya political model, an organizational model, and an individual modelusing data collected in Phase II of the National Administrative Studies Project (NASP-II), and then a composite model. Although political context acts as a significant determinant of goal ambiguity, both organizational and individual models have better explanatory power. Implications of these findings for theory and managerial practice are discussed. |
| 700 1# - ADDED ENTRY--PERSONAL NAME | |
| 9 (RLIN) | 23951 |
| Personal name | Rainey, Hal G. |
| 773 08 - HOST ITEM ENTRY | |
| Title | International Public Management Journal |
| Related parts | 9, 2, p. 85 - 112 |
| Place, publisher, and date of publication | Philadelphia, PA : Routledge, June 2006 |
| International Standard Serial Number | ISSN 1096-7494 |
| Record control number | |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Periódico |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20061226 |
| Operator's initials, OID (RLIN) | 1336^b |
| Cataloger's initials, CIN (RLIN) | Natália |
| 998 ## - LOCAL CONTROL INFORMATION (RLIN) | |
| -- | 20070110 |
| Operator's initials, OID (RLIN) | 1545^b |
| Cataloger's initials, CIN (RLIN) | Zailton |
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