Janet Foley Orosz
Biographic Data
| ID | 6108722 |
|---|---|
| NAME | Janet Foley Orosz |
| GIVEN NAMES | Janet Foley |
| FAMILY NAME | Orosz |
| SIGNATURE | OROSZ J F |
| AFFILIATIONS | University of Akron |
| VERIFIED | No |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 1 |
| WORKS AS AUTHOR | 5 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1993 |
| LATEST PUBLICATION YEAR | 2002 |
| H-INDEX | 1 |
Views from the field
Citizen participation in budgeting is often achieved by compliance with legal statutes on public hearing requirements. These pragmatic and legalistically-based approaches to citizen participation are examined, and the potential for creating participation that realizes more than meeting legal requirements is discussed. The author suggests that recommendations from recent work on citizen participation and governance can be used as standards for eva…
Dialogue
In September 1999 I presented a paper at the American Political Science Association meetings that drew both the attention and ire of my colleagues (I believe it was Curt Ventriss who said reading it was a vein-popping experience). It was explicitly a contentious paper, and in hindsight the argument took too many liberties with the literature I was critiquing. Were I revising the paper for publication today, several of my interpretations would be …
"Why Public Managers Should Not Be Afraid to Enter the "Gray Zone
Public managers must understand that there are legal "gray zones "-areas where the law is ambiguous or silent on the actions they can take. Unfortunately, many public managers view the ambiguity and silence as a constraint, and thereby immediately foreclose many of the strategic options available to them. Instead, we argue that public managers should embrace the gray zone and explore its strategic possibilities by using some of the legal tools at…
The Language of State Agency Executive Transitions
Destructive metaphors used by one state's agency directors in describing the executive transition experience justify the initial anxiety typically felt by employees during periods of leadership change. Awareness of the words leaders use to grasp and deal with phases of organizational disruption can lead to an understanding of the dysfunctions of organizational change—and possibly to the substitution of metaphors leading to greater organizational …
The Tacit Organization
Journal Article The Tacit Organization Get access The Tacit Organization. By Virginia Hill Ingersoll and Guy B. Adams. Greenwich, Conn.: JAI, 1993. 280 p. Janet Foley Orosz Janet Foley Orosz The University of Akron Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 3, Issue 4, October 1993, Pages 500–504, https://doi.org/10.1093/oxfordjournals.jpart.a037185 Publish…
Dialogue
In September 1999 I presented a paper at the American Political Science Association meetings that drew both the attention and ire of my colleagues (I believe it was Curt Ventriss who said reading it was a vein-popping experience). It was explicitly a contentious paper, and in hindsight the argument took too many liberties with the literature I was critiquing. Were I revising the paper for publication today, several of my interpretations would be …
The Tacit Organization
Journal Article The Tacit Organization Get access The Tacit Organization. By Virginia Hill Ingersoll and Guy B. Adams. Greenwich, Conn.: JAI, 1993. 280 p. Janet Foley Orosz Janet Foley Orosz The University of Akron Search for other works by this author on: Oxford Academic Google Scholar Journal of Public Administration Research and Theory, Volume 3, Issue 4, October 1993, Pages 500–504, https://doi.org/10.1093/oxfordjournals.jpart.a037185 Publish…
The Language of State Agency Executive Transitions
Destructive metaphors used by one state's agency directors in describing the executive transition experience justify the initial anxiety typically felt by employees during periods of leadership change. Awareness of the words leaders use to grasp and deal with phases of organizational disruption can lead to an understanding of the dysfunctions of organizational change—and possibly to the substitution of metaphors leading to greater organizational …
"Why Public Managers Should Not Be Afraid to Enter the "Gray Zone
Public managers must understand that there are legal "gray zones "-areas where the law is ambiguous or silent on the actions they can take. Unfortunately, many public managers view the ambiguity and silence as a constraint, and thereby immediately foreclose many of the strategic options available to them. Instead, we argue that public managers should embrace the gray zone and explore its strategic possibilities by using some of the legal tools at…
Dialogue
In September 1999 I presented a paper at the American Political Science Association meetings that drew both the attention and ire of my colleagues (I believe it was Curt Ventriss who said reading it was a vein-popping experience). It was explicitly a contentious paper, and in hindsight the argument took too many liberties with the literature I was critiquing. Were I revising the paper for publication today, several of my interpretations would be …
Views from the field
Citizen participation in budgeting is often achieved by compliance with legal statutes on public hearing requirements. These pragmatic and legalistically-based approaches to citizen participation are examined, and the potential for creating participation that realizes more than meeting legal requirements is discussed. The author suggests that recommendations from recent work on citizen participation and governance can be used as standards for eva…
Business (4 works) · Political science (4 works) · Sociology (4 works) · Computer Science (3 works) · Psychology (3 works) · Public Policy and Administration Research (3 works) · Public relations (3 works) · Law (2 works) · Social Psychology (2 works) · Social Psychology (2 works)