000			01963naa a2200253uu 4500
001			1050916070837
003			OSt
005			20190211175137.0
008			110509s2010 xx ||||gr |0|| 0 eng d
100	1		_aJACOBSON, Willow S. _944759
245	1	0	_aA woman's touch? Gendered management and performance in state administration
260			_aCary : _bOxford University, _cApril 2010
520	3		_aUnderstanding the relationship between organizational performance, gender, and management is crucial to scholars and practitioners alike. In like this article, we focus on whether women manage differently than their male counterparts and whether these varied behaviors translate to organizational outcomes. With respect to management activities, we examine internal management as well as external networking patterns with peers and political principals. Through our investigation, we also address a number of theoretical issues related to previous research on management and performance, particularly the work on modeling public management. This analysis offers avenues for expansion, explanation, and evaluation of its theoretical and empirical implications. We find evidence that female managers spend less time on internal management and networking relationships than their male counterparts. We also see that networking with citizens and clientele groups has a positive effect on organization outcomes for men, whereas networking with peers is more beneficial for women
650		4	_aAlta Administração Pública _912019
650		4	_aGênero _911945
650		4	_aRelações de Trabalho _912947
650		4	_aAvaliação de Desempenho _912937
700	1		_aPALUS, Christine Kelleher _944760
700	1		_aBOWLING, Cynthia J _936571
773	0	8	_tJournal of Public Administration Research and Theory - JPART _g20, 2, p. 477-504 _dCary : Oxford University, April 2010 _xISSN 10531858 _w
942			_cS
998			_a20110509 _b1607^b _cDaiane
998			_a20120517 _b1518^b _cGeisneer
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c39415 _d39415
041			_aeng