If you think your job is hopelessly difficult, you may be right.
Particularly if your job is public administration.
Those who study or practice public management know full well the
difficulties faced by administrators of complex bureaucratic
systems. What they don't know is why some jobs in the public sector
are harder than others and how good managers cope with those
jobs.
Drawing on leadership theory and social psychology, Erwin
Hargrove and John Glidewell provide the first systematic analysis
of the factors that determine the inherent difficulty of public
management jobs and of the coping strategies employed by successful
managers. To test their argument, Hargrove and Glidewell focus on
those jobs fraught with extreme difficulties--"impossible"
jobs.
What differentiates impossible from possible jobs are (1) the
publicly perceived legitimacy of the commissioner's clientele; (2)
the intensity of the conflict among the agency's constituencies;
(3) the public's confidence in the authority of the commissioner's
profession; and (4) the strength of the agency's "myth," or
long-term, idealistic goal.
Hargrove and Glidewell flesh out their analysis with six case
studies that focus on the roles played by leaders of specific
agencies. Each essay summarizes the institutional strengths and
weaknesses, specifies what makes the job impossible, and then
compares the skills and strategies that incumbents have employed in
coping with such jobs. Readers will come away with a thorough
understanding of the conflicting social, psychological, and
political forces that act on commissioners in impossible jobs.
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