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The environment of modern organizations is so complex and volatile
that we take for granted that organizational change is necessary
for organizational survival. Yet the literature on organizations
has for years described manifold obstacles to such change. First
published in 1971, this book extracts from that literature and from
experience a comprehensive yet concise overview of those barriers.
Because these elements of the analysis are as valid now as when
they were originally written, The Limits of Organizational Change
is still widely read and cited nearly a quarter-century later. From
the premises of this argument, Kaufman drew a number of conclusions
about organizational survival and extinction, age and size,
centralization and decentralization, and organizational evolution.
Subsequent research and reflection induced him to refine and modify
some of those inferences. The modifications are spelled out in a
new preface that gives fresh relevance to his findings and his
conjectures. Yet The Limits of Organizational Change is not a
ponderous, labored work. As one reviewer remarked, it is "a
delightful set of essays . . . a review of empirical research in a
witty, conversational style. . . ." (The Rocky Mountain Social
Science Journal). It is a book one can enjoy as well as profit
from, and will be a useful tool for managers, organizational
studies scholars, and sociologists.
"Death, taxes, and red tape. The inevitable trio no one can escape.
That wry sense of reality colors Herbert Kaufman's classic study of
red tape, the bureaucratic phenomenon that all of us have
encountered in some form-from the confounding tax form filled out
annually to the maddeningly time-consuming wait at the driver's
license bureau. The complaints about red tape, Kaufman concedes,
are legion. It's messy, it takes too long, it lacks local
knowledge, it is out of date, it makes insane demands, it increases
costs, it slows progress. It is, in short, a burden and many times
there is no measurable positive outcome. Kaufman takes us on an
unblinking tour of the dismal landscape of red tape. But he also
shows us another side of red tape, one we often forget. Red tape is
how government protects us from tainted food, shoddy products, and
unfair labor practices. It guarantees a social safety net for the
elderly, the disabled, children, veterans, and victims of natural
disasters. One person's red tape is another person's protection.
This reissue is a Brookings Classic, a series of republished books
for readers to revisit or discover, notable works by the Brookings
Institution Press. "
The environment of modern organizations is so complex and
volatile that we take for granted that organizational change is
necessary for organizational survival. Yet the literature on
organizations has for years described manifold obstacles to such
change. First published in 1971, this book extracts from that
literature and from experience a comprehensive yet concise overview
of those barriers. Because these elements of the analysis are as
valid now as when they were originally written, The Limits of
Organizational Change is still widely read and cited nearly a
quarter-century later.
From the premises of this argument, Kaufman drew a number of
conclusions about organizational survival and extinction, age and
size, centralization and decentralization, and organizational
evolution. Subsequent research and reflection induced him to refine
and modify some of those inferences. The modifications are spelled
out in a new preface that gives fresh relevance to his findings and
his conjectures.
Yet The Limits of Organizational Change is not a ponderous,
labored work. As one reviewer remarked, it is "a delightful set of
essays . . . a review of empirical research in a witty,
conversational style. . . ." (The Rocky Mountain Social Science
Journal). It is a book one can enjoy as well as profit from, and
will be a useful tool for managers, organizational studies
scholars, and sociologists.
Most of the people who keep tabs on the workings of the federal
government, no matter what the reasons for their interest, seem to
take for granted the power and autonomy of the chiefs of the
bureaus that make up the executive branch. Because so much is taken
for granted, there have not been many studies of what the chiefs
actually do day by day. Of all the participants in the governmental
process who wield--or are thought to wield--great influence, bureau
chiefs are among the least examined. Believing that he could narrow
this gap in the materials on the federal government somewhat,
Herbert Kaufman set out to report his observations of six bureau
chiefs at their jobs in the course of a year. The group consisted
of the commissioners of the Internal Revenue Service, the Customs
Service, the Food and Drug Administration, and the Social Security
Administration; the chief of the Forest Service; and the
administrator of the Animal and Plant Health Inspection Service--a
set diversified enough to include a wide variety of organizational
situations and experiences, yet with enough in common to allow
comparison and generalization. The objective of his research was to
describe the chief's activities so as to explain how they exercise
their power. And he hoped to find out whether they are as powerful
as they are said to be. From his efforts emerges a detailed picture
of the work of the bureau leaders and of their role in their
agencies and in the government generally. The picture reveals that
some of the common beliefs about these officials, and perhaps about
the system as a whole, are not altogether accurate. Kaufman traces
the implications of his findings for organizing the executive
branch, for training administrators, and for organization theory.
This is the story of the young bard Mid-e-Mid. famed throughout the
vast grazing lands of his Tuareg tribe for his mellifluous voice
and quick-witted lyrics. A coming-of-age novel, it follows
Mid-e-Mid in his bid to find his own route to manhood in true
Tuareg style. Overcoming poverty to win camels of his own, he
avenges the death of his father and wins the heart of his beloved,
only to find that the solitary life of the wandering minstrel is
his destiny. Written by Herbert Kaufmann, a German journalist who
lived in Africa in the 1950s and '60s, Red Moon & High Summer
is a fast-paced adventure story saturated in Tuareg lore. Though
fiction, it gives a truer and more vibrant picture of these
mysterious, nomadic people than many an academic volume.
It is the rare book that remains in print for nearly fifty years,
earning wide acclaim as a classic. "The Forest Ranger" has been
essential reading for generations of professionals and scholars in
forestry, public administration, and organizational behavior who
are interested in the administration of public lands and how the
top managers of a large, dispersed organization with multiple
objectives like the Forest Service shape the behavior of its field
officers into a coherent, unified program. Published as a special
reprint in conjunction with the 100th anniversary of the U.S.
Forest Service, "The Forest Ranger" is as relevant and timely today
as when it was first issued in 1960.
In addition to the original text, this special reprint of "The
Forest Ranger" includes two new forewords and an afterword that
highlight how much we have learned from Herbert Kaufman. The first
foreword, by Harold K. (Pete) Steen, former president of the Forest
History Society, considers the book's impact on the forestry
community and explains its continued relevance in light of changes
in the culture and mission of today's Forest Service. The second,
by Richard P. Nathan, codirector of the Rockefeller Institute of
Government, considers the book's contribution to our understanding
of administrative and organizational behavior.
The new afterword by author Herbert Kaufman describes how his
landmark study came into being and offers a candid assessment of
how his theories about the agency's operations and its future have
held up over time. In 1960, the Forest Service had a well-deserved
reputation for excellence, and "The Forest Ranger" was a seminal
analysis of the hows and whys of its success. Kaufmanalso warned,
however, that an organization so unified and well adapted to its
environment would have difficulties navigating social change. He
was right in his concerns: the environmental, civil rights, and
women's movements have all presented challenges to the character
and purpose of the Forest Service, ultimately changing the
organization in subtle and not-so-subtle ways. Now, as then, "The
Forest Ranger" is a striking and prescient case study of how a
complex organization operates and evolves over time.
Foundations Of Modern Political Science Series.
This scarce antiquarian book is a selection from Kessinger
Publishing's Legacy Reprint Series. Due to its age, it may contain
imperfections such as marks, notations, marginalia and flawed
pages. Because we believe this work is culturally important, we
have made it available as part of our commitment to protecting,
preserving, and promoting the world's literature. Kessinger
Publishing is the place to find hundreds of thousands of rare and
hard-to-find books with something of interest for everyone!
This scarce antiquarian book is a selection from Kessinger
Publishing's Legacy Reprint Series. Due to its age, it may contain
imperfections such as marks, notations, marginalia and flawed
pages. Because we believe this work is culturally important, we
have made it available as part of our commitment to protecting,
preserving, and promoting the world's literature. Kessinger
Publishing is the place to find hundreds of thousands of rare and
hard-to-find books with something of interest for everyone!
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Poems (Paperback)
Herbert Kaufman
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R484
R402
Discovery Miles 4 020
Save R82 (17%)
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Out of stock
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This is a reproduction of a book published before 1923. This book
may have occasional imperfections such as missing or blurred pages,
poor pictures, errant marks, etc. that were either part of the
original artifact, or were introduced by the scanning process. We
believe this work is culturally important, and despite the
imperfections, have elected to bring it back into print as part of
our continuing commitment to the preservation of printed works
worldwide. We appreciate your understanding of the imperfections in
the preservation process, and hope you enjoy this valuable book.
This scarce antiquarian book is a selection from Kessinger
Publishing's Legacy Reprint Series. Due to its age, it may contain
imperfections such as marks, notations, marginalia and flawed
pages. Because we believe this work is culturally important, we
have made it available as part of our commitment to protecting,
preserving, and promoting the world's literature. Kessinger
Publishing is the place to find hundreds of thousands of rare and
hard-to-find books with something of interest for everyone!
Starting with Pals, the first play in this collection, the author
demonstrates a flair for the bizarre. In Simply Simon he forces the
reader to suspend his disbelief, for all the cows in the village
have "forgotten" how to flick their tails. Several of the plays
have the Holocaust as a background, and even here Kaufman
introduces personages who have a sense of humor. They all need help
to make a life for themselves in the tense world we live in. Many
characters and plots are reminiscent of personal experiences,
although the author insists they are, to a great extent,
fictitious. In Lucky To Be Here, he tells of a young boy's
impressions in a midsize American city during the years of World
War II--largely an account of his own growing-up as a refugee from
Nazi Germany. Lifelines also has its roots in the old world. In IS
200, Kaufman comes to terms with the devastating experience of
surviving a stroke. All in all, the reader will not be bored!
In this book the author follows the implications of many ideas
about organizations to which students of the subject generally
subscribe, and has come to conclusions about the characteristics of
the world of organizations that are not common currency. Presenting
his findings as hypotheses he gives a characterization of existing
knowledge and doctrine, has identified where his positions are
controversial and indicated where contrary arguments may be found.
The book raises questions about the efficacy of some standard
organizational strategies and some public policies affecting
organizations. Moreover, his theories are testable and the book
contains a description of how the tests can be conducted.
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