Noordegraaf MThe International Journal of Public Sector Management, (UK), 2000 Vol 13 No 4
Start page: 319. No of pages: 14
Observes 12 Dutch public managers to determine the managerial competencies of real life public managers. Briefly examines the literature on managerial behaviour, commenting on the difference between theory and reality and then combines a modified garbage can school approach to decision theory with the leader behaviour school to develop a research framework. From observation discovers that public managers manage issue streams amidst political struggle by ensuring that written and spoken texts flow upwards. Identifies the three dimensions of attention allocation – actor attendance, actor attention and issue attention – and lists the mechanisms used to treat big issues, going on to discuss the professional competencies displayed by public managers. Concludes that competent public managers can perceive cues and relate them to issue streams, adding that they are able to initiate issue streams and bring them ahead.
Subject(s): COMPETENCES, PUBLIC SECTOR, MANAGERS, NETHERLANDS Database: HRMA: Human Resource Management Abstracts PS: Public Sector Management
Style: Survey. ISSN: 0951-3558. Reference: 29AZ412
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