公共组织行为学期末复习资料（Review materials for public organization behavior at the end of term）.doc

公共组织行为学期末复习资料（Review materials for public organization behavior at the end of term） Chapter 1: introduction to the behavior of public organizations Public organizations: public organizations take social public things as management objects, and all social members as service objects. Public organization to manage the national and social public affairs, to maintain public interest as the basic duty, driving through public power to manage public affairs and public responsibilities, take public finance, promote public ethics, to provide public goods or public service, not for profit. Constituent elements of public organizations: 1: material factors: personnel, funds, material and equipment. 2: spiritual factors: objectives, institutions, power and responsibility system, organizational culture. Characteristics of public organizations: 1: public organizations to manage and manage state and social public affairs, the maintenance and Realization of the public interest as the basic responsibility 2: not for profit purposes 3: public organizations manage public things by driving public rights 4: the activities of public organizations must be carried out in accordance with the law and highly supervised 5: the political tendency of public organizations and the compulsion and authority of their behavior 6: the goals of public organizations are not easy to measure and the diversity of their responsibilities The ideological foundation of public organizations: 1: Taylor as the representative to the scientific management and organization theory 2: to Farrell as the representative of the administrative organization theory (five management functions: planning, organization, command, coordination, control) 3: the theory of administrative organization represented by Webb (also called bureaucracy, three kinds of social power: traditional power, charm power and statutory power) 4: the theory of human relations organization represented by Mayo (social man, not economic man) 5: the theory of