Showing Page:
1/4
1
Student
Professor
Course
Date
Showing Page:
2/4
2
Reply one
The contradiction between increased responsiveness to clients and the ability to
collaborate with them as partners are inherent in modern public administration. The gap between
the nature of reactivity and the core of collaboration causes this tension. While most people think
of responsiveness as a passive, unidirectional response to people's needs and requests,
collaboration is a more active, bidirectional act of engagement, involvement, and force
unification between two (or more) partners. Structure and culture are inextricably linked. If
leaders want their organization to have a covenantal culture, they must build it accordingly
(Amsler, 2016).
Furthermore, a company's culture can go a long way toward resolving structural flaws in
covenantal behavior. Finally, culture is about connection and shared significance. Leaders can
declare they want a certain culture and make public pronouncements to that effect, but their
efforts will be restricted at best unless they have employee buy-in. Leaders may set the tone
when it comes to fostering culture, but how employees respond to such efforts shapes the firm's
character. If leaders think covenantally, they can seek to foster a culture of collaboration and
community.
To add to Fischer's provision, the covenantal concept serves as a guiding principle for
organizational behavior. First and foremost, the concept of hesed provides the appropriate
attitude for successful organizational conduct. This mindset encompasses concepts like servant
leadership, mutual affirmation and care, teamwork, shared vision, "big picture" thinking,
customer service, and community service. Big picture thinking is characterized as organizational
Showing Page:
3/4
3
self-awareness. Individuals are aware of the organization's overall goals, limits, and tactics and
how their position and department fit into that picture (Fischer, 2017).
Reply 2
Standard operating procedures (SOPs) are put in place in conjunction with specialization
to prevent product faults and poor customer service quality. This focus on control has
undoubtedly paid off, however as the entire world catches up to American enterprises, increased
competition has revealed that more is required to maintain a competitive advantage. This is
particularly true considering what we already know about job specialization: routine and
repetitive job functions can severely demoralize employees.
Morris claims that before any type of triumph for our supreme Commander can be
gained, any church or other Christian organization must have a system of organized
responsibility, with obedience to the Lord, exercised through a recognized chain of command
(Morris, 1996). Public law is an essential factor that is frequently overlooked in collaborative
governance research. Furthermore, some scholars doubt whether an appropriate theory exists to
support the collaborative governance research program in public administration. Covenantal
action validates this idea of "quality of workmanship" since it validates the covenant's individual
members. It also recognizes that the covenant's responsibilities are more than just
responsibilities; they are founded on relationships and endeavoring to achieve a larger, shared
purpose. A new attitude of public administration will be required, maybe a mix of
communitarianism, institutionalism, and energizebut one that successfully supports mutual
Showing Page:
4/4
4
endeavor in any case. Perhaps the essential task of public administration in our day is the shift
from a "they" to a "us" mentality (Vigoda, 2002).
References
Fischer, Kahlib, "A Biblical-Covenantal Perspective on Organizational Behavior & Leadership"
(2010). Faculty Publications and Presentations.
523. https://digitalcommons.liberty.edu/gov_fac_pubs/523
Morris, H. M. (1996, June 28). Chain of Command. Days of Praise. Retrieved February 20,
2022, from https://www.icr.org/article/2221
Vigoda, E. (2002). From responsiveness to collaboration: Governance, Citizens, and the Next
Generation of Public Administration. Public Administration Review 42:5.
https://www.jstor.org/stable/3110014
Amsler, L. B. (2016). Collaborative governance: Integrating management, politics, and law. Public
Administration Review, 76(5), 700-711.

Unformatted Attachment Preview

1 Student Professor Course Date 2 Reply one The contradiction between increased responsiveness to clients and the ability to collaborate with them as partners are inherent in modern public administration. The gap between the nature of reactivity and the core of collaboration causes this tension. While most people think of responsiveness as a passive, unidirectional response to people's needs and requests, collaboration is a more active, bidirectional act of engagement, involvement, and force unification between two (or more) partners. Structure and culture are inextricably linked. If leaders want their organization to have a covenantal culture, they must build it accordingly (Amsler, 2016). Furthermore, a company's culture can go a long way toward resolving structural flaws in covenantal behavior. Finally, culture is about connection and shared significance. Leaders can declare they want a certain culture and make public pronouncements to that effect, but their efforts will be restricted at best unless they have employee buy-in. Leaders may set the tone when it comes to fostering culture, but how employees respond to such efforts shapes the firm's character. If leaders think covenantally, they can seek to foster a culture of collaboration and community. To add to Fischer's provision, the covenantal concept serves as a guiding principle for organizational behavior. First and foremost, the concept of hesed provides the appropriate attitude for successful organizational conduct. This mindset encompasses concepts like servant leadership, mutual affirmation and care, teamwork, shared vision, "big picture" thinking, customer service, and community service. Big picture thinking is characterized as organizational 3 self-awareness. Individuals are aware of the organization's overall goals, limits, and tactics and how their position and department fit into that picture (Fischer, 2017). Reply 2 Standard operating procedures (SOPs) are put in place in conjunction with specialization to prevent product faults and poor customer service quality. This focus on control has undoubtedly paid off, however as the entire world catches up to American enterprises, increased competition has revealed that more is required to maintain a competitive advantage. This is particularly true considering what we already know about job specialization: routine and repetitive job functions can severely demoralize employees. Morris claims that before any type of triumph for our supreme Commander can be gained, any church or other Christian organization must have a system of organized responsibility, with obedience to the Lord, exercised through a recognized chain of command (Morris, 1996). Public law is an essential factor that is frequently overlooked in collaborative governance research. Furthermore, some scholars doubt whether an appropriate theory exists to support the collaborative governance research program in public administration. Covenantal action validates this idea of "quality of workmanship" since it validates the covenant's individual members. It also recognizes that the covenant's responsibilities are more than just responsibilities; they are founded on relationships and endeavoring to achieve a larger, shared purpose. A new attitude of public administration will be required, maybe a mix of communitarianism, institutionalism, and energize—but one that successfully supports mutual 4 endeavor in any case. Perhaps the essential task of public administration in our day is the shift from a "they" to a "us" mentality (Vigoda, 2002). References Fischer, Kahlib, "A Biblical-Covenantal Perspective on Organizational Behavior & Leadership" (2010). Faculty Publications and Presentations. 523. https://digitalcommons.liberty.edu/gov_fac_pubs/523 Morris, H. M. (1996, June 28). Chain of Command. Days of Praise. Retrieved February 20, 2022, from https://www.icr.org/article/2221 Vigoda, E. (2002). From responsiveness to collaboration: Governance, Citizens, and the Next Generation of Public Administration. Public Administration Review 42:5. https://www.jstor.org/stable/3110014 Amsler, L. B. (2016). Collaborative governance: Integrating management, politics, and law. Public Administration Review, 76(5), 700-711. Name: Description: ...
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.
Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4