000			01697naa a2200193uu 4500
001			5060211015810
003			OSt
005			20190318110936.0
008			050602s2003 xx ||||gr |0|| 0 eng d
100	1		_aLURIE, Irene. _921271
245	1	0	_aChanging the "culture" of welfare offices : _bfrom vision to the front lines
260			_aThousand Oaks : _bSAGE, _cJanuary 2003
520	3		_aThis article examines whether the 1996 welfare reform hast led to the culture change in welfare offices advocate by welfare leaders and administrators. Examining a sample of state and local welfare systems, it asks whether and how welfare organizations are seeking to change their culture or, if not their culture, at least some of the structures and process of their welfare systems. After unpacking the concept of culture in the context of welfare reform, the research finds that welfare leaders and administrators interpret the concept of culture change more broadly than do scholars of organizational culture. Welfare practitioners consider changes in structure and process as culture change, whereas scholars of organizational culture see these changes as only changes in artifacts. Scholars would consider these practitioners' interpretations to be superficial and would argue that they underestimate what it actually takes to effect changes in beliefs, perceptions, and feelings that are sufficiently deep to be called cultural transformations
700	1		_98951 _aRiccucci, Norma M.
773	0	8	_tAdministration & Society _g34, 6, p. 653-677 _dThousand Oaks : SAGE, January 2003 _xISSN 00953997 _w
942			_cS
998			_a20050602 _b1101^b _cTiago
998			_a20100720 _b1122^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c13138 _d13138
041			_aeng